2012
The Pennsylvania State University
Comprehensive Emergency Management Plan (CEMP)
Emergency
Management
2
Record of Changes
Change Number
1 (example)
Date of Change
Date Entered
Change Made By (Signature)
5/15/2012 (example) 5/16/2012 (example) Signature (example)
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Letter of Promulgation
The Pennsylvania State university is committed to protecting the welfare of its community members. To that end, I strongly
support the Pennsylvania State University’s Comprehensive Emergency Management Plan (CEMP). This Plan addresses the
challenges and responsibilities of pre-event mitigation and post-event recovery in addition to preparedness and response. It
is established under and is in accordance with state, federal, and presidential laws, statutes and authorities for Emergency
Management. The National Incident Management System (NIMS) and Incident Command System (ICS) are incorporated into
this plan and will be implemented in the event of an emergency.
The purpose of this plan is to provide the framework for an effective system of comprehensive emergency management,
utilizing an all-hazards approach. It clarifies the following strategies:
1.
2.
3.
4.
5.
Reduce the vulnerability of people and facilities;
Prepare for prompt and efficient response and recovery;
Respond to emergencies using all systems plans and resources available;
Recover from emergencies by providing for the rapid and orderly start of rehabilitation; and
Provide an emergency management system embodying all aspects of pre-emergency preparedness and mitigation, as
well as post-emergency response and recovery.
With the knowledge that the most timely and appropriate responses can best occur when a well-documented plan has been
implemented and integrated throughout the University, it is my expectation that all members of the University will use this
document as a guide and will develop their own detailed plans to effectively organize, coordinate, and direct available resources
toward emergency response and recovery. Personnel and units assigned specific emergency responsibilities must have a
working knowledge of functions and actions to be prepared to act in accordance with a plan when emergencies occur.
The Comprehensive Emergency Management Plan (CEMP) is designed to help university employees respond appropriately
when emergency conditions exist. Although these situations are unpredictable, this plan allows for an immediate response by
university employees, thereby minimizing danger to our campus. Penn State’s Emergency Management Office is charged with
coordinating the emergency planning efforts at all of our Campuses.
Every member of the Pennsylvania State University community should understand his or her role in emergency situations. I
urge you to review this plan and support your colleagues to protect our students, faculty, staff, and visitors in the vent of an
emergency.
Approved by:
Rodney A. Erickson, President
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Table of Contents
Section I: Introduction
Scope......................................................................................................................................................................
Situation..................................................................................................................................................................
Key Planning Assumptions....................................................................................................................................
Authorities..............................................................................................................................................................
Plan Organization...................................................................................................................................................
Section II: Common Elements
National Preparedness Goals..................................................................................................................................
Threat, Risk Identification, & Hazard Assessment................................................................................................
All-Hazards.............................................................................................................................................................
National Incident management System..................................................................................................................
Emergency Support Functions (ESFs)...................................................................................................................
Subject Matter Support Functions (SMSFs)...........................................................................................................
National Framework...............................................................................................................................................
National Preparedness System...............................................................................................................................
Emergency Management Mission..........................................................................................................................
Emergency Management Organization..................................................................................................................
Roles & Responsibilities........................................................................................................................................
Financial Management...........................................................................................................................................
Mass/Emergency Notification & Timely Warning................................................................................................
EOC Activation......................................................................................................................................................
Acronyms & Definitions........................................................................................................................................
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8-9
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9
11
11-12
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13-14
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15
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16-17
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18
19
19-20
20
20
Section III: Plans
Overview................................................................................................................................................................ 23
Emergency Operations Plan .................................................................................................................................. 23
Business Continuity Plan........................................................................................................................................ 24
Section IV: Support Elements
Overview................................................................................................................................................................
Evacuation .............................................................................................................................................................
Volunteer & Donations Management.....................................................................................................................
Damage Assessment...............................................................................................................................................
Debris Management................................................................................................................................................
Section V: Maintenance & Exercise
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27
27-28
28
28
General................................................................................................................................................................... 31
Responsibilities ..................................................................................................................................................... 31
Testing, Evaluation, & Assessment........................................................................................................................ 31
Appendix A: Acronyms & Glossary
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Section One:
Introduction
Overview
Identification of hazards and threats to the University as well as the development of the
means to reduce vulnerability, respond to and recover from these adversities is critical
to achieving the vision, mission, and values of the Pennsylvania State University.
The purpose of this Comprehensive Emergency Management Plan (CEMP) is to
provide a foundation upon which the campuses can develop plans that provide for
the safety and security of all members of the community, while cooperating as one
cohesive University. This plan takes an all-hazards approach in the management and
coordination of life-saving activities before, during and after an emergency or disaster.
A Comprehensive Emergency Management Plan (CEMP) is similar in function
and characteristics to an Emergency Operations Plan (EOP). However, where an
Emergency Operations Plan (EOP) primarily focuses on jurisdictional response
activities, a CEMP differs in its consideration of all phases of Emergency Management.
As a foundational document, the CEMP outlines the most critical elements of an
entity’s emergency management plan, allowing for the development of supplemental
and supporting documents that relate to vulnerability reduction, response and recovery
under a common, structured framework. The Pennsylvania State University CEMP
informs the public of our general emergency management process and provides the
foundation upon which the Commonwealth Campuses build their campus specific plans.
Scope
This Comprehensive Emergency Management Plan (CEMP) applies to all of the
campuses and provides the foundation upon which campuses can build their specific
plans. The CEMP is based on all-hazard planning which facilitates coordination
among all departments and agencies that may have roles throughout the spectrum of
vulnerability reduction, response, and recovery efforts. Necessarily, this CEMP is broad
in nature and each campus has plans specific to their needs. This document presents:
1. A comprehensive foundation on which the campuses may build their emergency
operations plans, continuity plans and campus specific plans related to emergency
management. Also includes guidance as to the content of an Emergency Operations
Plan, the threats and hazards recognized across the Commonwealth of Pennsylvania,
the structure of the Pennsylvania State Emergency Management Agency and interfaces
between the campuses, federal, state and local emergency management agencies.
2. University specific policies and procedures related to emergency management activities
3. Roles and responsibilities of the various positions within the University and at each
campus as it relates to emergency management.
4. Definitions and acronyms used across all Commonwealth Campuses related to
emergency management.
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Situation
There are many hazards and threats which may cause emergencies and disasters in all or part of the University. Specific
characteristics, such as population distribution, land development, weather patterns and topography all promote unique
challenges for managing emergencies and disasters.
The University, as a whole, has the following unique attributes:
As Pennsylvania’s land-grant university, we provide unparalleled access and public service to the citizens of the
Commonwealth. We engage in collaborative activities with industrial, educational and agricultural partners here and abroad to
generate, disseminate and apply knowledge that is valuable to society. The Pennsylvania State University enrolls nearly 73,000
undergraduate students and 8,100 graduate students, including those enrolled in both its law school and medical college spread
across 20 campuses. Combined with its World Campus enrollment, the Pennsylvania State University has a total of 95,833
students.
Across the University, there are more than 41,000 full-time and part-time employees, with 5,706 of these being faculty
members.
The University’s economic impact extends beyond its borders, encompassing travel from the tourism industry, export of
agricultural products and livestock, and the distribution of goods and services within the Commonwealth and to other states in
the east and beyond.
Key Planning Assumptions
All plans are built upon key assumptions, information taken as fact, in order for the planning process to go forward. The
following are the planning assumptions used to develop the CEMP and may be used by the campuses in the development of
their plans. If a planning assumption does not apply, it may be necessary to modify the implementation of a specific plan.
1. The University as a whole and each of its campuses has capabilities including manpower, equipment, supplies, and skills
to ensure the preservation of lives and property in the event of an emergency or disaster.
2. The University and its campuses will exhaust local resources and capabilities before requesting assistance from the next
level.
3. Each campus will dedicate the resources necessary to develop and implement the appropriate emergency management
related plans for the campus including, but not limited to, an Emergency Operations Plan and a Continuity Plan.
4. Each campus addresses reduction of vulnerabilities, and enhancement of response and recovery efforts in their annual
budgets and capital expenditures.
5. Each campus is situated in one of the three Pennsylvania Emergency Management Agency Areas and
an Area Coordinator may be called upon for consultation and assistance. The Area Coordinator may
also provide the direct link between the campus and the State’s Emergency Operations Center.
6. The Pennsylvania State University Office of Emergency Management will administer the Universitywide Emergency Management Program.
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7. The University Park Campus Emergency Operations Center (EOC) may be activated to support disaster
activities at any of the Commonwealth campuses.
8. The University and each of its campuses may enter into mutual aid agreements with other entities to
support all missions of emergency management.
9. The Pennsylvania State University follows the National Incident Management System (NIMS), the
National Response Framework (NRF), the National Disaster Recovery Framework (NDRF), and other
relevant State and Federal Plans in developing emergency management plans.
10. Training and exercise of a plan is essential for its success. Each campus will develop a comprehensive
training and exercise plan. The exercise plan will use the Homeland Security Exercise and Evaluation Program (HSEEP) as a model for all exercises. There should be at least one Clery Act compliant
exercise/drill annually.
11. Each campus emergency management related plan will be evaluated on an established schedule, appropriate for the plan.
12. Each campus has a campus-wide emergency notification procedure.
Authorities
The Pennsylvania State University CEMP uses the foundation provided by the:
• Homeland Security Act, HSPD-5
• State of Pennsylvania’s Title 35, PA C.S., “State Emergency Services Act”
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act)
• Presidential Policy Directive 8
• Pennsylvania State University AD-70
Plan Organization
This Comprehensive Emergency Management Plan (CEMP) addresses the planning elements necessary to reduce
vulnerabilities, respond adequately and recover efficiently from a hazard or threat. The main body of the CEMP contains
a general description of necessary elements and the activities and plans that may be adopted by a campus to improve their
resilience. The annexes and appendices to the CEMP provide more detailed guidance for the campuses. The references
and resources provide additional information to assist the campuses as well as a common set of acronyms and definitions.
Through implementation of guidance in this foundational document the University will have well integrated plans universitywide that capitalize on the knowledge, skills and abilities of the University community. Figure 1 provides an overview of the
Comprehensive Emergency Management Plan (CEMP).
Basic Plan
Plan
Templates
Support
Annex
References
Resources
Figure 1: Comprehensive Emergency Management Plan
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Section Two:
Common Elements
National Preparedness Goals
The Federal government developed a National Preparedness Goal which states in
part that “Individual and community preparedness is fundamental to our success.” It
goes on to further state that success is defined as “A secure and resilient Nation with
the capabilities required across the whole community to prevent, protect against,
mitigate, respond to, and recover from the threats and hazards that pose the greatest
risk.” Further, “Each community contributes to the goals and strengths our national
preparedness by preparing for the risks that are most relevant and urgent for them
individually” (Homeland Security, 2011). The goal also identifies five mission areas,
Prevention, Protection, Mitigation, Response and Recovery, which encompass the core
capabilities. To address the core capabilities across the five mission areas the National
Preparedness System was developed. This system enables a collaborative, unified
community approach to national preparedness.
The Pennsylvania State University’s values support many of the tenants of the National
Preparedness Goal and the National Preparedness System. The University believes that
cooperation among the entire community creates a basis for greater accomplishment.
The National preparedness System is designed to enable a collaborative community
approach. The National Preparedness System incorporates the use of risk assessment to
support decision making and ensure resources are targeted toward the activities that will
enhance the capabilities and capacities of the community. The University values good
stewardship of limited resources in an effort to benefit everyone. The goal strives to
provide for a secure and resilient Nation, just as the University states that the safety and
security of all members is essential to a positive educational, workplace and residential
environment. Given the compatibility between the National Goal and Preparedness
System and the University values, the Pennsylvania State University Emergency
Management Program will strive to incorporate the values into the planning efforts.
Threat, Risk Identification & Hazard Assessment
The threat, hazard identification and risk assessment (THIRA) is often the first element
that is developed as it provides the foundation for many of the activities and elements
that follow. The THIRA considers all of the threats and hazards that may impact a
community and then evaluates the community’s vulnerability to them. This evaluation
results in a measure of the area’s risk to the hazard or threat. If the community has the
capability and capacity to address the hazard or threat, they will have minimal risk. If,
however, they have limited capability or capacity to address the threat or hazard, they
will have an increased risk.
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It is the level of risk that provides a community with an objective look at the capabilities and capacities they need to develop to
attain the desired outcomes established by the community. This should help direct resources and efforts to the necessary locus.
The federal government is in the process of developing a nationwide guide for conducting a THIRA however, there is no
specific timeframe for its release. Therefore, the Pennsylvania State University has chose to follow the assessment methodology
used by the Pennsylvania State Emergency Management Agency (PEMA). This provides a common format and allows for
comparisons across the University system and integration with the local community. The campuses will use the hazards and
threats identified in the PEMA mitigation plan. They will then determine whether or not the hazards or threats can impact their
campus. As an example, some campuses may not have a riverine flooding potential, while others may not need to apply the
stipulations for wild land fires. The campus may also add hazards or threats they feel are not addressed in the PEMA document.
Once the campus has the threats and hazards identified, it will collect data to determine their frequency or likelihood. The
campus team will then go through a series of evaluations to determine the impact of the hazard or threat, and their capability and
capacity to address it. The campus will determine the Risk Factor Value by using the following equation: Risk Factor Value =
[(probability x .30) + (impact x .30) + (Spatial Extent x .20) + (warning time x .10) + (duration x .10)]. This results in a single
number that can be used to prioritize risk. The more empirical data used to answer the various questions, the more reliable the
risk factor.
The system used by the Pennsylvania State Emergency Management Agency for the Hazard Mitigation Plan 2010 can be found
online at http://www.portal.state.pa.us/portal/server.pt by clicking on PA 2010 Standard All Hazards Mitigation Plan.pdf. As
threats, hazards, capabilities and capacities change, new assessments are conducted. The Pennsylvania State University will
incorporate the federal system as it is developed and assessments are updated.
All-Hazards
The Pennsylvania State University uses an all-hazards approach to planning. This allows the campuses to address common
activities for a consequence in a general plan instead of multiple times in multiple plans. Although the cause for evacuation
may be different for different hazards, the need to evacuate and the process for evacuation is generally the same. The allhazards approach is equally as applicable to vulnerability reduction and recovery plans and procedures as it is to response plans
and procedures. All-hazard planning also has the added benefit of being more cost effective, thus more efficient. Personnel
do not need to remember multiple plans and procedures so there is less chance of error and it is easier to educate the affected
population on their roles and responsibilities.
National Incident Management System (NIMS)
The National Incident Management System (NIMS) aids in ensuring a unified approach across all elements. It is a system based
on flexibility and standardization. The six major components of the NIMS are Command and Management, Preparedness,
Resource Management, Communications and Information Management, Supporting Technologies and Ongoing Management
and Maintenance. The goal of NIMS is to provide a consistent nationwide template for all levels of government, nongovernment and private sector organizations. The Pennsylvania State University strives to incorporate the NIMS concepts and
principles in their emergency management planning efforts. http://www.fema.gov/emergency/nims
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Emergency Support Functions (ESFs)
For consistency between the National Response Framework, the Pennsylvania State University Comprehensive Emergency
Management Plan and the Emergency Operations Plans, the University uses the 15 Emergency Support Functions found in
the National Response Framework. Table 1 depicts the 15 Emergency Support Functions and provides a brief overview of
their focus. The Primary Department in the table is for the University Park Campus and has been used as an example; it may
not be representative of the other campuses. Emergency Support Functions have tasks and activities that span all mission of
emergency management; they are referenced in multiple emergency management plans. Each campus has details of the primary
and support departments and specific tasks for each Emergency Support Function in their Emergency Operations Plan.
Emergency Support Function (ESF) Matrix
ESF No NAME
1
Transportation
2
3
4
5
6
7
8
9
DESCRIPTION
Transportation safety; movement restrictions; damage
and impact assessment, road closures.
Communications
Coordination with telecommunications and information
technology industries; restoration and repair of communications infrastructure; assist EOC and ICS with
communications.
Public Works & Engineering Infrastructure protection and emergency repair; infrastructure restoration; engineering services and construction management; critical infrastructure liaison.
Fire Fighting
Supports detection and suppression of wildland, rural
and urban fires.
Emergency Management
Planning and coordination of operations, including alerts
and notifications, deployment, resource allocations, and
Incident Action Plans for response teams
Mass Care, Housing, &
Manages temporary sheltering, mass feedings and distriHuman Services
bution of essential supplies for disaster victims.
Logistics Management &
Provides the resource support related needs of the uniResource Support
versity before, during, and after emergency or disaster
events. ESF 7 is the primary source for the identification, distribution, and management of critical equipment, facilities, and resources that are directed toward
life safety and property protection activities.
Health & Medical Services
Public health; medical support; mental health services;
mortuary services
Search & Rescue
Locates lost persons and victims trapped in collapsed
structures and provides immediate medical care.
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PRIMARY DEPT.
Transportation Services
Information Technology
Services
Office of Physical Plants
University Police
Alpha Fire Department
Office of Emergency
Management
Housing and Food
Service
Auxiliary & Business
Service
University Health
Services
Local or State USAR
Team
14
ESF No NAME
10
Oil & Hazardous Materials
11
Agriculture & Natural
Resources
12
Energy
13
Public Safety & Security
14
Long Term Community
Recovery
External Affairs
15
DESCRIPTION
Responds to actual or potential hazardous materials
discharge and other situations threatening the
environment.
Domestic agriculture support: animal and plant disease/
pest response; food safety and security; pet emergency
care.
Supports response and recovery from shortages and
disruptions in supply and delivery of energy resources.
Public safety, site security, access control, crowd and
traffic control, evacuation routes, SNS security.
Long term mitigation, recovery, and economic
stabilization
Public information, protective action guidance, media
and community relations, liaison with JIC
PRIMARY DEPT.
Environmental Health &
Safety
College of Agricultural
Sciences
Office of Physical Plant
University Police
Corporate Controller
University Relations
Subject Matter Support Functions (SMSFs)
A university is a unique environment with planning needs not generally found in the local or state government setting. The
Pennsylvania State University addresses these unique planning needs through the use of subject matter support functions. Not
every campus will have each of these functions and not every function would activate during a disaster. As with the Emergency
Support Functions, these areas have tasks and activities that cover all missions of emergency management.
Subject Matter Support Function Matrix
NAME
Volunteer & Donations
DESCRIPTION
Coordinates utilization and distribution of donated goods and services,
coordinates volunteers
Academics
Manages the coordination of the academic calendar, plus faculty and
staff resources in the colleges for the emergency management response.
Intercollegiate Athletics Ensures the safety of all persons attending ICA venues by coordinating
with other ESFs, and is prepared to support mass care/shelter during
disasters.
Research
Provide coordination between emergency management efforts and the
Office for Research to ensure that research projects are supported during
disasters.
Human Resources
Manage emergency human resource operations and activities in support
of response and recovery.
Student Affairs
Ensures that the needs of students, on and off campus, are being
addressed and facilitates communication with this specific population.
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PRIMARY DEPT.
Bursar
Office of Undergraduate
Education
Intercollegiate Athletics
Office of VP for Research
Human Resources
Student Affairs
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National Frameworks
National Frameworks refer to the frameworks that have or are being developed to support Presidential Policy Directive 8 and
the National Preparedness System. National Frameworks for Prevention Protection and Mitigation have yet to be developed.
The National Response Framework and the National Disaster Recovery Framework already exist and provide more detailed
guidance to the federal agencies concerning capabilities and areas or responsibility. Although the frameworks are to guide
the federal agencies in their interactions with state, local and tribal governments, non-profits and the private sector, they also
provide guidance for those sectors to integrate with the federal agencies and each other.
The National Response Framework can be found at http://www.fema.gov/emergency/nrf. It provides the guiding principles
that allow all response partners to prepare for and respond to incidents, large and small, in a unified manner. The Pennsylvania
State University has used this document and the accompanying resources to develop the Emergency Operations Plans for each
campus.
The National Disaster Recovery Framework was published in November of 2011 and the Pennsylvania State University is using
this document to help guide the development of long term recovery efforts. The National Disaster Recovery Framework can be
found at http://www.fema.gov/recoveryframework/index.shtm.
The National Preparedness System
The National Preparedness System approach of collaborative, cooperative community involvement is consistent with the values
of the Pennsylvania State University and supports our desire to develop and implement emergency management plans that provide for the safety, security and resilience of the University. Therefore, the Pennsylvania State University will strive to incorporate the applicable guidance, programs, processes and systems from the National Preparedness System in development of our
emergency management plans.
A detailed description of the National Preparedness System is outside the scope of this document. The National Preparedness
System is designed to address the core capabilities identified in the National Preparedness Goal through a set of integrated components applied across the five mission areas. Further information on the National Preparedness System can be found at http://
www.fema.gov/pdf/prepared/nps_description.pdf.
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Emergency Management Mission
The core capabilities and definition of the mission areas in the federal level documents appropriately focus on national level
capabilities and provide a guide for the local level. The Pennsylvania State University has mission area definitions that are more
appropriate to the local level and specifically to the University.
Protection
Protection is the sum of the activities, policies, and capabilities developed to reduce or eliminate a threat to people, property and
the environment from technical, manmade and natural hazards. Protection activities generally focus on efforts to protect against
hazards which cannot be mitigated.
As examples, the Pennsylvania State University provides for protection through the monthly fire drills for all residence halls
as well as fire safety and hazardous materials handling policies and procedures for all campus buildings. The Emergency
Management Program and the University Police Department are examples of capabilities that protect against hazards or threats.
Prevention
Prevention describes an entity’s actions to minimize human-caused hazards such as terrorism and school violence. Pennsylvania
State University has numerous policies and procedures in place across the campuses to prevent violence on campus and to
notify the campus community should it occur. Additional information about prevention efforts on campus can be found at the
University Police website http://www.police.pus.edu or the campus specific website. Emergency notification is addressed in a
separate section within this document.
Mitigation
Mitigation is an entity’s actions taken prior to a disaster to prevent the disaster from occurring or to lessen the impact.
Mitigation activities typically enhance a community’s resilience by reducing long-term vulnerability. Integral to and the
first step in the mitigation process is conducting Threat and Hazard Identification and Risk Assessments (THIRA) which the
Pennsylvania State University has begun university-wide.
Response
Response encompasses the immediate actions taken to save lives, protect property and stabilize the incident. To ensure an
effective and efficient response, the Pennsylvania State University Commonwealth Campuses have Emergency Operation Plans.
Each plan is unique to the campus and provides the guidelines for response efforts at the particular campus. The Emergency
Operations Plans follow a common template and use the foundation established by this Comprehensive Emergency Management
Plan.
Typically a response begins with someone at or near the scene of the incident notifying authorities. Notification may also
come from monitored alarms. Regardless of the notification method, once the notification is received, the appropriate response
entities are sent to the scene. The most qualified, authorized person on scene evaluates the situation. This is generally the
Incident Commander (IC). The IC may request more assistance or determine that sufficient response assets are available. The
Incident Commander then makes the decisions necessary to respond to the incident and provide for the safety of responders,
students, employees and visitors to the campus. The responding agencies, operating within an incident command structure,
implement efforts in accordance with the appropriate policies and standard operating procedures for the type of incident. The
IC activates mutual aid for those incidents that exceed the capability or capacity of the campus to manage. The Office of
Emergency Management and the Multi-Agency Coordinating Group provide support to the IC.
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If the event is such that it will pose a dangerous or significant threat to the health or safety of employees or students, an
appropriate emergency notification is sent. The PSUTXT system notifies students and employees of the need for large scale
evacuations or shelter-in-place. Opt in information for PSUTXT is on the University website. The University encourages
students and employees to sign up for the text service. Emergency notification and timely warnings are discussed later in this
document.
Recovery
Recovery includes the activities taken to return the community to pre-disaster status. There are typically two phases; short-term
recovery, which is usually addressed in the response plans, and long-term recovery. Long-term recovery addresses return of
businesses, rebuilding facilities, social and mental health issues and the community in a separate plan. The Pennsylvania State
University is using the National Disaster Recovery Framework, published in September 2011 as a guide to develop our longterm recovery plans.
Emergency Management Organization
The Pennsylvania State University Office of Emergency Management exists within the Department of University Police and
Public Safety on the University Park Campus. The Office of Emergency Management is responsible for creating a culture of
preparedness at the University. The Director of Emergency Management reports to the Assistant Vice President for Police and
Public Safety. The staff consists of the Director, a Planning Manager, a Campus Planner, and a shared Administrative Support
Assistant.
The Director and staff manage the day-to-day operations and overall implementation of the Emergency Management Program.
The Emergency Management Core Group provides oversight of the Emergency Management Program. The Emergency Management Core Group is a multi-disciplinary group that represents issues and concerns from across the university system.
Each campus has an Emergency Management Group that provides subject matter expertise, champions the program and may
participate in emergency response activities and support.
To provide a clear chain of command for decision making during an emergency the Pennsylvania State University adopted AD
70. In AD 70 the President, Provost and Senior Vice President of Finance and Business make up the Emergency Management
Policy Group. Ultimate authority for decisions rests with the Emergency Management Policy Group. Although they reserve
the right to make the decisions, as a practical matter this group’s time is very limited during a disaster. The authority to declare
an emergency or disaster rests with the Senior Vice President of Finance and Business or his/her designee. On all campuses,
with the exception of University Park, the Chancellor and/or the Director of Business Services may exercise this authority.
Typically, for all campuses, except the University Park Campus, the Chancellor and Director of Business Services of the campus
provide the executive oversight. The Director of Business Services serves as the Emergency Management Coordinator and determines staffing and operations of the Emergency Operations Center. On the University Park Campus the Emergency Management Policy Group provides the executive oversight. They appoint an Agency Administrator as their point of contact and the
Director of Emergency Management is responsible for the Emergency Operations Center.
The Emergency Management Director, or Coordinator, assembles a Multi-Agency Coordinating Group (MAC) to support
response activities. The members of the MAC come from the Emergency Management Group and/or the Emergency Support
Functions and Subject Matter Support Functions.
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Roles & Responsibilities
Emergency Management Policy Group
The President, Provost and Senior Vice President of Finance and Business comprise the Emergency Management Policy Group.
This group has ultimate authority to declare emergencies across the commonwealth campuses. They may delegate the authority
as necessary. They provide the strategic guidance for response and recovery efforts across the campuses. The group informs
the Board of Trustees through the Board’s President or designee.
Agency Administrator
The Emergency Management Policy Group appoints an Agency Administrator. The Agency Administrator is the point of contact between the Emergency Management Policy Group and the Emergency Management Director. The Agency Administrator
provides the link between the activities in the Emergency Operations Center and the Emergency Management Policy Group during a disaster. Currently the Assistant Vice President for University Police and Public Safety is the Agency Administrator.
Emergency Management Group
There is an Emergency Management Group (EMG) at each campus. This group provides subject matter expertise and champions emergency management efforts on campus. Many of the members of the Emergency Management Group serve as primary
and support departments for the Emergency Support Functions and the Subject Matter Support Functions. They may serve in
the Emergency Operations Center as a part of the Multi-Agency Coordinating Group (MAC).
Incident Command System
The National Incident Management System identifies the Incident Command System as the formal system for management of
the on-scene activities. The system is flexible and modular in nature. It brings together entities from diverse departments and
agencies, public and private, to manage the immediate response to a situation.
Incident Command Post
The Incident Command Post (ICP) is located at or very near the scene of the incident and is where the Incident Commander (IC)
and command and general staff coordinate the on-scene activities.
Multi-Agency Coordinating Group
The Multi-Agency Coordinating Group is the designation given to the personnel that cooperate within the Emergency Operations Center to assist with collaboration and coordination of a response effort. They provide resources, logistics and general
support to the on-scene response effort. They do not control the on-scene response.
Emergency Operations Center (EOC)
The Emergency Operations Center is the physical location from which the Multi-Agency Coordinating group provides support
to the on-scene response, at the request of the Incident Commander. Each campus has an Emergency Operations Center.
Department Emergency Operations Center (DEOC)
Departments or work units within the university system may establish an emergency operations center to coordinate the work of
their department or unit during a disaster or emergency response effort. To avoid confusion, all department or work unit emergency operations centers will be known as Department Emergency Operations Centers or DEOCs.
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Financial Management
The Pennsylvania State University incorporates measures to protect against, prevent, mitigate, respond to and recover from
emergencies and disasters into annual budgets and capital improvement projects. Expenditure of this money follows standard
budget and financial protocol. However, large-scale emergencies and disasters may place financial strains on departments
and units. When this occurs, departments may find they have insufficient funds for the activities. The Pennsylvania State
University may use emergency financial policies and procedures to ensure response and recovery activities continue. As an
example these activities may include but are not limited to raising purchasing limits and expedited review and authorization
of contracts, among other efforts. The Pennsylvania State University Campuses may also make a Declaration of Disaster
Emergency in accordance with their Emergency Operations Plan and supporting authorities. Making such a declaration
initiates the appropriate legal channels for local, state and federal assets to assist the local campuses and begin the processes of
stabilization and recovery.
Emergency Notification & Timely Warning
In the realm of Emergency Management, mass notification is the dissemination of pertinent information to people within a specific geographic area. However, in the university setting it is important to also define and discuss ‘emergency notification’ and
‘timely warning’ as these have specific stipulations under the Clery Act.
For Pennsylvania State University mass notification is the dissemination of information to people within a specific geographic
location through any means available. This may include, though not limited to, radio and television, reverse 911, loud speaker
announcement, PSUTXT, print media, e-mail, and websites. This could be information concerning an immediate threat such as
a tornado or general information about an approaching hazard such as a winter storm. Emergency Management and the University Public Relations typically coordinate non-Clery Act mass notifications.
For the Pennsylvania State University ‘emergency notification’ means immediate notification, upon confirmation, to students
or employees of a significant emergency or dangerous situation on campus that threatens health or safety. Emergency notification may use the same methods of dissemination as mass notification. PSUTXT provides for broad dissemination; verbal
notification or a fire alarm may provide notification for more localized incidents, such as a fire or gas leak within a building.
In coordination with the University Public Relations, the University Police or other responsible department issues emergency
notifications.
For the Pennsylvania State University ‘timely warning’ is the issuance of a warning, to students and employees as soon as pertinent information is available about Clery Crimes that have occurred anywhere on the Clery geography and are considered by the
institution to represent a serious or continuing threat. These crimes must have been reported to the campus police. Notification
may be by any appropriate means and may include any or all of the methods used for mass notification. The University Police
Department, in coordination with University Public Relations, issue timely warnings.
The Pennsylvania State University believes the safety and security of our students, employees and visitors is our top priority.
Therefore, the Pennsylvania State University encourages all students, parents and interested persons to register for the PSUTXT.
This can be done through the University website or the campus specific websites. With the exception of single building or small
controlled areas, notification is sent out using PSUTXT.
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A more detailed description of the Emergency Notification System (ENS) including PSUTXT is available in the ENS Annext to
this plan.
EOC Activation Levels
To provide consistency all campuses use the same definitions for the various levels of emergencies and EOC activation. The
Incident Commander and the Director of Emergency Management or the Emergency Management Coordinator jointly determines the level of emergency, unless a joint meeting would delay critical response and recovery efforts.
Level
0
Name of Level
Daily Ops/Limited Emergency
Conditions
Monitoring/Standby
1
Significant Emergency
2
Full Emergency Conditions
3
Description
A situation has occurred or may occur to warrant further action. The Pennsylvania State
University Director of Emergency Management
may request notification.
A situation has occurred requiring limited
activation of the local emergency operations
center. The Pennsylvania State University
Director of Emergency management may
request notification.
A situation has occurred requiring activation
of the local EOC. The Pennsylvania State
University Director of Emergency management
must be notified.
A situation has occurred requiring full activation
of the local EOC and policy level personnel.
The Pennsylvania State University Director of
Emergency Management must be notified. This
type of situation may result in activation of the
University Park EOC for support.
Acronyms & Definitions
Example
Moderate to heavy snow fall
Bomb threats
Conditions that require the
evacuation of campus
Bomb detonation
The Pennsylvania State University uses a common set of acronyms and terminology to ensure consistency between plans and
from campus to campus. The acronyms and definitions are available in Appendix A.
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Section Three:
Plans
Overview
To maintain consistency among the Campus Emergency Management Plans the
Pennsylvania State University provides templates for some common plans. The
Comprehensive Emergency Management Plan has a brief synopsis of the more common
plans and procedures. The templates are not publically available as they contain
sensitive information.
This Comprehensive Emergency Management Plan (CEMP) applies to all of the
campuses and provides the foundation upon which campuses can build their specific
plans. The CEMP is based on all-hazard planning which facilitates coordination
among all departments and agencies that may have roles throughout the spectrum of
vulnerability reduction, response, and recovery efforts. Necessarily, this CEMP is broad
in nature and each campus has plans specific to their needs. This document presents:
Emergency Operations Plan
To ensure the consistency of Emergency Operations Plans, the Pennsylvania State
University hired a contractor to create the initial plans for the campuses, except
University Park. Each plan is unique to the needs of the specific campus, but follows
the same format, terminology and acronyms making them consistent university-wide.
The Emergency Operations Plans follow the guidance in the Comprehensive
Preparedness Guide (CPF) 101 v. 2.0 published November 2010, specifically the
Emergency Support Function model. Each plan has an Introduction, Situation and
Assumptions, Concept of Operations, Direction and Control, Roles and Responsibilities,
Incident Management Action, Ongoing Plan Management and Maintenance, Emergency
Support Functions, and appendices containing authorities, references, definitions and
acronyms. Depending upon the needs of the campus additional appendices may be
included.
The Emergency Operations Plans are specific to each campus and are not public
documents.
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Business Continuity Plan
The Pennsylvania State University Continuity Plans ensure that the university is able to carry out essential functions during a
disaster and continue essential functions during the response and recovery efforts. The plans identify the essential functions
of departments and entities associated with the campus and provide guidance for continuing the functions until full recovery.
The plans follow a typical format for continuity plans and include an introduction, roles and responsibilities, concept of
operations, training, testing and exercises, as well as plan maintenance and various appendices.
The Pennsylvania State University uses a software program called Penn State Ready or Kuali Ready to assist the departments
and units with preparation of their plans.
The information obtained by answering the questions in the software program is then used to develop a plan for the department or unit or is incorporated into a higher level plan for a larger group. Action items are developed from each unit or
department worksheet and these are used to inform decisions impacting the ability of each unit or department to continue and
recover work functions in a timely manner. This information is specific to each department or unit on each campus and is
not available to the public.
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Section Four:
Support Elements
Overview
Support elements may be plans, policies or procedures that are developed for the
purpose of supporting disaster response and recovery efforts. Depending upon
the nature of the support element, a campus may or may not have a particular
element. Depending upon the sensitivity of the support element it may not be public.
Information on some of the more common support elements is provided in the following
paragraphs.
Evacuation
The Office of Environmental Health and Safety (EH&S) is responsible for the oversight
of building and facility evacuation plans. Each building or facility has a coordinator
that ensures the development of an evacuation plan from the building. This plan is
posted in appropriate locations throughout the building.
Annual drills are also conducted for each non-residential building or facility.
Residential buildings have more frequent drills. Details can be found on the EH&S
website at http://www.ehs.psu.edu/.
Each campus will evaluate the need for a campus-wide evacuation plan and develop
a plan if needed. If necessary, at a minimum the plan will contain the purpose, scope
or applicability, roles and responsibilities and appropriate maps showing evacuation
routes.
Volunteer & Donations Management
University employees and students as well as the surrounding community are quick to
volunteer their services in times of need or make donations to help. In order to effectively manage the donations and volunteers, the Pennsylvania State University has
assigned this to a Subject Matter Support Function. The Donations and Volunteer Management Support Function has developed a web based site that is activated during an
emergency. This site collects the names of volunteers along with their skills and contact
information. It also has a section for donations. The site can be used for any campus.
Information collected about volunteers is not maintained, information is deleted after an
event.
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This site may be activated during an emergency or disaster at the discretion of the Emergency Management Director through
the Donations and Volunteer Management Support Function.
Damage Assessment
Damage assessment is a critical function that must be addressed during a disaster. The initial damage assessment is what triggers the need for a Presidential Disaster Declaration, as well as Individual and Public Assistance through the Federal Emergency Management Agency. Damage assessment is usually conducted in two steps. The first step is a visual assessment that
places structures in one of the following categories: destroyed, major or minor damage, or unaffected. This information is used
to begin the preliminary evaluation of the impact the disaster event has had on the community or region. Following this a more
detailed damage assessment is conducted which may involve the use of structural engineers and other certified or licensed professionals. The entire damage assessment process can be a complex and time consuming activity.
Each campus will have the capability to complete a preliminary or visual damage assessment. This is an area where volunteers
can be used by providing them with some timely training and the standardized collection forms. The Emergency Management
Coordinators for each jurisdiction can provide the campuses with copies of the approved forms and the basic training necessary
to conduct the visual assessment.
Debris Management
The management of debris generated as the result of a disaster can be a complex and costly process. Universities may be
eligible for reimbursement of debris management activities under a declaration, but only if the proper procedures are followed.
The Pennsylvania State University is developing a debris management plan that may be adopted by all campuses.
In general, emergency removal of debris occurs within the first 48 to 72 hours of a disaster, and is conducted to open roads and
areas to emergency vehicles and operations. Once the initial emergency phase of the response is over, debris removal becomes
a more complex operation. The Federal Emergency Management Agency has established specific policies and procedures
that must be followed to obtain reimbursement for debris management. Volunteers may generally be used in the emergency
removal phase, but are typically not involved in the long term debris management.
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Section Five:
Maintenance & Exercise
General
Campus emergency management personnel, the Director of Emergency Management,
the Emergency Management Group and others meet annually to review After Action
Reports and Improvement Plans resulting from exercises or real-world emergency
events. Review of policy changes at the federal, state and local level are also part of the
annual review. Revisions and updates to the Comprehensive Emergency Management
Plan reflect lessons learned and the evolving needs of emergency management.
The CEMP is a public document and is available to all persons requesting access. A
copy of the CEMP is on the Office of Emergency Management web page, http://www.
emergencymanagement.psu.edu. The Pennsylvania State University redacts portions of
the plan that are confidential for Homeland Security purposes.
Responsibilities
The Office of Emergency Management has prepared the CEMP and is responsible for
the maintenance of the document. Each campus is responsible for the maintenance of
their plans including supporting policies and procedures. Any changes made to their
plans should be submitted to the Office of Emergency Management.
Testing, Evaluation & Assessment
The Homeland Security Exercise and Evaluation Program (HSEEP) is the national standard utilized for exercise design and implementation. HSEEP incorporates the Target
Capabilities List as a standardized methodology to evaluate and document exercises and
develop improvement plans.
The CEMP will be tested, evaluated and assessed using HSEEP compliant exercises. A
real-world event of sufficient size and complexity may be substituted. The exercise will
be designed to identify strengths and deficiencies within the plan in order to develop the
necessary corrective actions. The corrective actions are compiled in an After Action
Report (AAR) and developed into corresponding improvement plans, which are then
incorporated into the CEMP.
This same process should be followed by the campuses to test, evaluate, assess and
improve their various emergency management related plans. Each plan should include
a section that indicates how testing, evaluation and assessment of the plans will occur
and the specific schedule.
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APPENDIX A: Glossary of Terms
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American Red Cross (ARC)
A humanitarian organization, led by volunteers, that provided relief to victims of disasters and helps people prevent,
prepare for and respond to emergencies. The ARC provides services that are consistent with its Congressional Charter and the Principles of the International Red Cross Movement.
Agency Administrator
Serves as the representative of the Emergency Management Policy Group and is the Point of Contact for the Multiagency Coordinating Group, the Emergency Management Director and the Incident Commander.
Area Command (Unified Area Command)
An organization established (1) to oversee the management of multiple incidents that are each being handled by and
Incident Command system organization, or (2) to oversee the management of large or multiple incidents to which
several incident management teams have been assigned. Area command is responsible for setting overall strategy
and priorities, allocating critical resources according to priorities, ensuring that incidents are properly managed, and
ensuring that objectives are met and strategies are followed. Area command becomes a unified area command when
incidents are multijurisdictional. Area command may be established at an emergency operations center facility or at
some location other than an incident command post.
Assistant
Title for subordinates of principal command staff positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions.
Assumptions
1. (Management) Statements of conditions accepted as true and that have influence over the development of a
system. In emergency management, assumptions provide context, requirements and situational realities that
must be addressed in system planning and development and/or system operations. When these assumptions
are extended to specific operations, they may require re-validation for the specific incident.
2. (Preparedness) Operationally relevant parameters that are expected and used as a context basis or requirement
for the development of response and recovery plans, processes and procedures. For example, the unannounced arrival of patients to a healthcare facility occurs in many mass casualty incidents. This may be listed
as a preparedness assumption in designing initial response procedures. Similarly, listing the assumption that
funds will be available to train personnel on a new procedure may be an important note.
3. (Response) Operationally relevant parameters for which, if not valid for specific incident’s circumstances, the
emergency plan-related guidance may not be adequate to assure response success. Alternative methods may
be needed. For example, if a decontamination capability is based on the response assumption that the facility
is not within the zone of release, this assumption must be verified at the beginning of the response.
Authority
A right or obligation to act on behalf of a department, agency or jurisdiction. Commonly, a statute, law, rule or
directive made by a senior elected or appointed official of a jurisdiction or organization that gives responsibility to a
person or entity to manage and coordinate activities.
Capabilities-based planning
Planning under uncertainty, to provide capabilities suitable for a wide range of threats or hazards while working
within the economic framework that necessitates prioritization and choice. Capabilities-based planning addresses
uncertainty by analyzing a wide range of human-caused or naturally occurring events to identify required capabilities.
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Community
An entity that has the authority to adopt and enforce laws and ordinances for the area under its jurisdiction. In this
document community generally refers to the campus, students, faculty, staff and immediate area surrounding the
campus.
Comprehensive Emergency Management Plan (CEMP)
An emergency planning document developed for an entity, which focuses on an all-hazards approach in the management and coordination of life-saving activities before, during and after an emergency or disaster. Similar to an
Emergency Operations Plan (EOP), a CEMP has many of the same functions, characteristics and attributes, but
differs in that it considers the Four Phases of Emergency Management – Mitigation, Preparedness, Response and Recovery – whereas, an EOP primarily focuses on jurisdictional response activities. Additionally, a CEMP is commonly considered a “foundational document”, outlining the most critical elements of an entity emergency management,
allowing supplemental and supporting documents that relate to the CEMP to develop within a common, structured
framework.
Contamination
The undesirable deposition of a chemical, biological or radiological material on the surface of structures, areas,
objects or people.
Damage Assessment
The process used to appraise or determine the number of injuries and deaths, damage to public and private property,
and status of key facilities and services (e.g. hospitals and other health care facilities, fire and police stations, communications networks, water and sanitation system, utilities and transportation networks) resulting from an manmade or natural disaster.
Decontamination
The reduction or removal of a chemical, biological or radiological material on the surface of structures, areas, objects
or person.
Department Emergency Operations Center
The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. A DEOC may be a temporary facility or may be located in a more permanent
location within a specific department. This is generally the location where key members of the department will
convene to support field operations and requests from the Multi-Agency Coordinating Group.
Deputy
A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional
operations or perform a specific task. In some cases, a deputy can act as relief for a superior and, therefore, must be
fully qualified for the position. Deputies can be assigned to the incent commander and general staff.
Disaster
An occurrence of a natural catastrophe, technological accident, or human-caused event that has resulted in severe
property damage, deaths, and/or multiple injuries. As used in this CEMP, a “large-scale disaster” is one that exceeds
the response capability of the University and requires local, State, and potentially Federal, involvement. As used in
the Stafford Act, a “major disaster” is “any natural catastrophe [...] or, regardless of cause, any fire, flood, or exploFor Public Release
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sion, in any part of the United States, which in the determination of the President causes damage of sufficient severity
and magnitude to warrant major disaster assistance under [the] Act to supplement the efforts and available resources
or States, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering
caused thereby.” (Stafford Act, Sec. 102(2), 42 U.S.C. 5122(2).
Disaster Recovery Center
Places established in the area of a Presidentially declared major disaster, as soon as practicable, to give victims the
opportunity to apply in person for assistance and/or obtain information related to that assistance. DRCs are staffed
by Local, State, and Federal agency representatives, as well as staff from volunteer organizations (e.g., the American
Red Cross).
Division
The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A division is located within the ICS
organization between the branch and resources in the Operations Section.
Emergency
Absent a presidentially declared emergency, any occasion or instance, such as a hurricane, tornado, storm, flood, tidal
wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, fire, explosion, nuclear accident, or
any other natural/man-made catastrophe, that warrants action to save lives and to protect property, public health, and
safety. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the president, federal assistance is needed to supplement state and
local efforts and capabilities to save lives and protect property and public health and safety, or to lessen or avert the
threat of a catastrophe in any part of the United States.
Emergency Management Core Group
The Emergency Management Core Group provides oversight and direction for the program and is composed of members from the Emergency Management Group. This group meets with the Office of Emergency Management Staff on
a monthly basis. The Emergency Management Core Team provides strategic guidance for the Emergency Management Program.
Emergency Management Group
The Emergency Management Group provides subject matter experts, champions the emergency management program throughout the university and is comprised of members from a large cross-section of the university. This group
meets with the Emergency Management Core Group and the Office of Emergency Management on a less frequent
basis; usually quarterly.
Emergency Management Policy Group
The Senior Vice President for Finance and Business in conjunction with the President and Provost, shall constitute
the Emergency Management Policy Group and provide subject matter policy and direction for the entire University.
He/she (or a delegated substitute in his/her absence) is responsible for declaring a state of emergency and activating
the University’s Emergency Operations Center as prescribed in the Emergency Operations Plan whenever necessary,
and may act as the Emergency Management Director. He/she may (depending on the circumstances) elect to exercise
authority over an emergency at any University location, or to delegate responsibility for managing the situation to a
Budget Executive.
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Emergency Medical Services (EMS)
Individuals who, on a full-time, part-time, or voluntary basis, serve as first responders, emergency medical technicians (EMT) (basic), and paramedics (advanced) with ground-based and aero-medical services to provide pre-hospital
care.
Emergency Notification
Emergency notification is the immediate notification, upon confirmation, to students or employees of a significant
emergency or dangerous situation on campus that threatens health or safety. This definition is used in the Clery Act.
Emergency Operations Center (EOC)
The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be located in a more central or
permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (fire, law enforcement, and emergency medical series), by jurisdiction (federal,
state, regional, county, city or tribal), or some combination thereof. The EOC coordinates information and resources
to support domestic incident management activities.
Emergency Operations Plan
A document that describes how people and property will be protected in disaster and disaster threat situations; details
who is responsible for carrying out specific actions; identifies the personnel, equipment, facilities, supplies, and other
resources available for use in the disaster; and outlines how all actions will be coordinated. The primary focus of the
document is the response aspect of emergency management.
Emergency Public Information
Information that is disseminated primarily in anticipation of an emergency or during an emergency. In addition to
providing situational information to the public, it also frequently provides directive actions required to be taken by
the public.
Emergency Support Function (ESF)
A structured group of tasks and resources, brought together to effectively manage the impacts of an emergency or
disaster within a given jurisdiction. ESFs are typically comprised of multiple agencies and departments within a
jurisdiction that have similar roles, responsibilities, resources, authority and training.
Evacuation
Organized, phased, and supervised dispersal of people from dangerous or potentially dangerous areas.
•
Spontaneous Evacuation: Residents or citizens in the threatened areas observe an emergency event or receive
unofficial word of an actual or perceived threat and, without receiving instructions to do so, elect to evacuate
the area. Their movement, means, and direction of travel are unorganized and unsupervised.
•
Voluntary Evacuation: This is a warning to persons within a designated area that a threat to life and property
exists or is likely to exist in the immediate future. Individuals issued this type of warning or order are NOT
required to evacuate; however, it would be to their advantage to do so.
•
Mandatory or Directed Evacuation: This is a warning to persons within the designated area that an imminent
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threat to life and property exists and individuals MUST evacuate in accordance with the instructions of local
officials.
Event
A planned, nonemergency activity. ICS can be used as the management system for a wide range of events (for example, parades, concerts, or sporting events).
Federal Coordinating Officer (FCO)
The person appointed by the President to coordinate Federal assistance in a Presidentially declared emergency or major disaster. The FCO is a senior FEMA official trained, certified, and well experienced in emergency management,
and specifically appointed to coordinate Federal support in the response to and recovery from emergencies and major
disasters.
Field Assessment Team
A small team of pre-identified technical experts who conduct an assessment of response needs (not a preliminary
damage assessment) immediately following a disaster. The experts are drawn from the Federal Emergency Management Agency, other agencies and organizations (e.g., U.S. Public Health Service, U.S. Army Corps of Engineers,
U.S. Environmental Protection Agency, and American Red Cross) and the affected State(s). All FAST operations are
joint Federal/State efforts.
Flash Flood
Follows a situation in which rainfall is so intense and severe and runoff is so rapid that recording the amount of rainfall and relating it to stream stages and other information cannot be done in time to forecast a flood condition.
Flood
A general and temporary condition of partial or complete inundation of normally dry land areas from overflow of
inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or mudslides/mudflows caused by
accumulation of water.
Function
Function refers to the five major activities in ICS; command, operations, planning, logistics, and finance/administration. This term is also used when describing the activity involved, (for example, the planning function). A sixth
function, intelligence, may be established if required to meet incident management needs.
Functional-based Planning
A planning methodology that concentrates on the identification of common tasks a community’s public safety
personnel and organizations must perform before, during, and after emergencies in order to effectively prepare for
respond to and recover from both human-caused and naturally occurring hazards. It is the basis for the development
of planning documents like the CEMP.
General Staff
A group of incident management personnel organized according to function and reporting to the incident commander.
The general staff normally consists of Operations Section Chief, Planning Section Chief, Logistics Section Chief, and
Finance/Administration Section Chief.
Hazard
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A potentially damaging physical event, phenomenon or human activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Hazards can include latent conditions that
may represent future threats and can have different origins: natural (geological, hydro-meteorological and biological)
or induced by human processes (e.g. human-caused, which includes environmental degradation and technological
hazards). Hazards can be single, sequential or combined in their origin and effects. Each hazard is characterized by
its location, intensity, frequency and probability.
Hazard Mitigation
Any action taken to reduce or eliminate the long-term risk to human life and property from hazards. The term is
sometimes used in a stricter sense to mean cost-effective measures to reduce the potential for damage to a facility or
facilities from a disaster event.
Hazardous Material
Any substance or material that, when involved in an accident and released in sufficient quantities, poses a risk to
people’s health, safety, and/or property. These substances and materials include explosives, radioactive materials,
flammable liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.
Incident
An occurrence or event that requires an emergency response to protect life or property. Incidents can include major
disasters, emergencies, terrorist attacks, terroristic threats, wilderness and urban fires, floods, hazardous materials
spills, nuclear accidents , aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters,
public health and medical emergencies, and other occurrences requiring an emergency response.
Incident Action Plan
An oral or written plan containing general objectives that reflect the overall strategy for managing an incident. It
may include the identification of operational resources and assignments. It may also include attachments that provide
direction and important information for management of the incident during one or more operational periods
Incident Command Post
The filed location at which the primary tactical level, on-scene incident command functions are performed. The ICP
may be collocated with the incident base or other incident facilities.
Incident Command System (ICS)
A standardized, on-scene, emergency management construct, specifically designed to provide for the adoption of an
integrated organizational structure that reflects the complexity and demands of single or multiple incidents without
being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures,
and communications operating within a common organizational structure that is designed to help manage resources
during incidents. It is used for all types of emergencies and applicable to both small and large and complex incidents.
ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident
management operations.
Incident Commander (IC)
The individual responsible for all incident activities, including the development of strategies and tactics and the
ordering and release of resources. The IC has overall authority and responsibility for conducting incident operations
and is responsible for the management of all incident operations at the incident site.
Incident Management Assistance Team (IMAT)
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1. (Federal) Interagency team composed of subject-matter experts and incident management professionals. IMAT personnel may be drawn from national or regional Federal department and agency staff according to established protocols.
IMAT makes preliminary arrangements to set up Federal field facilities and initiate establishment of the JFO.
2. (State) Interagency team composed of subject-matter experts and personnel well-versed in incident management. IMAT
personnel may be drawn from state or district personnel in order to fulfill specific response-based priorities. An IMAT
will be responsible for providing direct support to emergency management and public safety personnel within local
jurisdictions to successfully coordinate tactical operations.
Joint Field Office
The Joint Field Office is the primary Federal incident management field structure. The JFO is a temporary Federal facility that
provides a central location for the coordination of Federal, State, tribal, and local governments and private-sector and nongovernmental organizations with primary responsibility for response and recovery. The JFO structure is organized, staffed, and
managed in a manner consistent with NIMS principles and is led by the Unified Coordination Group. Although the JFO uses an
ICS structure, the JFO does not manage on-scene operations. Instead, the JFO focuses on providing support to on-scene efforts
and conducting broader support operations that may extend beyond the incident site.
Joint Information Center
A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news
media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC.
Joint Information System
Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated,
timely information during crisis or incident operations. The JIS provides a structure and system for developing and delivering
coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf
of the Incident Commander (IC); advising the IC about public affairs issues that could affect a response effort; and controlling
rumors and inaccurate information that could undermine public confidence in the emergency response effort.
Jurisdiction
Multiple definitions are used. Each use depends on the context:
•
A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and
authority. Jurisdictional authority at an incident can be political or geographical (e.g., City, County, Tribal, State, or
Federal boundary lines) or functional (e.g., law enforcement, public health).
•
A political subdivision (Federal, State, County, Parish, Municipality) with the responsibility for ensuring public safety,
health, and welfare within its legal authorities and geographic boundaries.
Liaison
A form of communication for establishing and maintaining mutual understanding and cooperation.
Liaison Officer
A member of the command staff responsible for coordinating with representatives from cooperating and assisting agencies.
Local Government
A county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of
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governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state
law), regional or interstate government entity or agency or instrumentality of a local government, Native American
tribe or authorized tribal organization, or in Alaska, a native village or Alaska Regional Native Corporation; a rural
community, unincorporated town or village, or other public entity. See Section 2(10), Homeland Security Act of
2002, Pub. L. 107-296, 116 Stat. 2135 (2002)
Logistics
Providing resources and other services to support incident management.
Logistics Section
The section responsible for providing facilities, services, and material support for the incident.
Major Disaster
As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, a major disaster is any
natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami,
earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood,
or explosion, in any part of the united States, which in the determination of the president, causes damage of sufficient
severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of states, tribes, local governments, and disaster relief organizations in alleviating the damage, loss, hardship,
or suffering caused thereby.
Mass Care
The actions that are taken to protect evacuees and other disaster victims from the effects of the disaster. Activities
include providing temporary shelter, food, medical care, clothing, and other essential life support needs to the people
who have been displaced from their homes because of a disaster or threatened disaster.
Mass Notification
Mass notification is the dissemination of pertinent information to people within a specific geographic area.
Mitigation
The effort to reduce loss of life and property by lessening the impact of disasters. This is achieved through risk
analysis, which results in information that provides a foundation for mitigation activities that reduce risk.
Mobilization
The process and procedures used by all organizations for activating, assembling, and transporting resources that have
been requested to respond to or support an incident.
Multiagency Coordination Systems
Those systems which provide the architecture to support coordination for incident prioritization, critical resource
allocation, communications systems integration, and information coordination. The components of multiagency
coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most
commonly used elements are EOCs and MAC Groups. These systems assist agencies and organizations responding to
an incident.
Multijurisdictional Incident
An incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of an inciFor Public Release
10
dent. In ICS, these incidents will be managed under unified command.
Mutual Aid Agreement
Written agreement between agencies and jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and expertise in a specified manner.
National Incident Management System (NIMS)
A coordination and management construct that provides for a systematic, proactive approach that guides government
agencies at all levels, the private sector, and nongovernmental organizations to work seamlessly to prepare for, prevent, respond to, recover from and mitigate the effects of incidents, regardless of cause, size, location, or complexity,
in order to reduce the loss of life or property and harm to the environment.
National Response Framework
A guide to how the nation conducts all-hazards incident management.
Nongovernmental Organization (NGO)
An entity with an association that is based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with government. Such organizations serve a public purpose
and are not for private benefit. Examples of NGOs include faith-based charity organizations and the American Red
Cross.
Operational Period
The time scheduled for executing a given set of operation actions as specified in the incident action plan. Operational
periods can be of various lengths, although usually not over 24 hours.
Operations Section
The section responsible for all tactical incident operations. In ICS, it normally includes subordinate branches, divisions, and/or groups
Planning
1. (Strategic Plans) The process of developing documents by a program, department or jurisdiction which explains the overall public safety mission for the entity and outlines key goals, objectives and tasks that must be
completed over a specific period of time. Most strategic plans are developed as a means to match budgetary
goals with key actions that specific agencies and departments must complete in order to meet their defined
mission. However, strategic plans may be developed as a means to outline how specific projects or programs
will be managed, assigning duties to individuals or agencies and establishing solid milestones to determine
success. Most strategic plans are multi-year documents, predominantly covering two to five years.
2. (Operational Planning) The process of developing documents by a program, department or jurisdiction which
explains how resources, personnel and equipment may be managed and activated to meet the specific objectives of a strategic plan. An operational plan will contain a full description of the Concept of Operations and
may include additional, supporting annexes, as required.
3. (Tactical Planning) The process of developing documents by a program, department or jurisdiction which explains how specific or immediate life-saving or response-based tasks will be completed to support operational
For Public Release
11
planning tasks. Commonly, tactical plans are those documents used by public safety personnel during the
response phase and may include but are not limited to such documents as SOPs, SOGs, FOGs, and responsebased planning elements.
Planning Meeting
A meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics
for incident control operations and for service and support planning. For larger incidents, the planning meeting is a
major element in the development of the Incident Action Plan (IAP).
Planning Section
Responsible for the collection, evaluation, and dissemination of operational information related to the incident, and
for the preparation and documentation of the IAP. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident.
Preparedness
The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability
to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process.
Preparedness involves efforts at all levels of government and between government and private sector and nongovernmental organizations to identify threats, determine vulnerabilities and identify required resources. Within the NIMS,
preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and
exercises, personnel qualification and certification, equipment certification, and publication management.
Prevention
Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect
lives and property. It involves applying intelligence and other information to a range of activities that may include
such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance
and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.
Public Information Officer
A member of the Command Staff responsible for interfacing with the public and media or with other agencies with
incident-related information requirements.
Recovery
The long-term activities beyond the initial crisis period and emergency response phase of disaster operations that focus on returning all systems in the community to a normal status or to reconstituting these systems to a new condition
that is less vulnerable.
Recovery Plan
A plan developed by a state, local, or tribal jurisdiction with assistance from responding Federal agencies to restore
the affected area.
Resources
Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to
incident operations and for which status is maintained. Resources are described by kind and type and may be used in
For Public Release
12
operational support or supervisory capacities at an incident or at an EOC.
Resource Management
Those actions taken by a government to (1) identify sources and obtain resources needed to support disaster response
activities; (2) coordinate the supply, allocation, distribution, and delivery of resources so that they arrive where and
when they are most needed; and (3) maintain accountability for the resources used.
Resources Unit
Functional unit within the Planning Section responsible for recording the status of resources committed to the
incident. This unit also evaluates resources currently committed to the incident, the effects additional responding
resources will have on the incident, and anticipated resource needs.
Response
Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save
lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations
plans and of mitigation activities designed to limit the loss of life, personal injury, property damage and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into
nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.
Scenario-Based Planning
Planning approach that uses a Hazard Vulnerability Assessment to assess the hazard’s impact on an organization
on the basis of various threats that the organization could encounter. These threats (e.g. hurricane, terrorist attack)
become the basis of the scenario.
Section
The organizational level having responsibility for a major functional area of incident management (for example, Operations, Planning, Logistics, Finance/Administration, and Intelligence, if established). The section is organizationally situated between the branch and the Incident Command.
Senior Official
The elected or appointed official, who, by statute, is charged with implementing and administering laws, ordinances,
and regulations for a jurisdiction. He or she may be a mayor, city manager, etc.
Span of Control
The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals.
(Under the NIMS, an appropriate span of control is between 1:3 and 1:7.)
Special-Needs Population
A population whose members may have additional needs before, during, or after an incident in one or more of the
following functional areas: maintaining independence, communication, transportation, supervision, and medical care.
Individuals in need of additional response assistance may include those have disabilities, live in institutionalized
settings, are elderly, are children, are from diverse cultures, have limited proficiency in English or are non-Englishspeaking, or transportation disadvantaged.
For Public Release
13
Staging Area
Location established where resources can be placed while awaiting a tactical assignment. The Operations Section
manages Staging Areas.
Standard Operating Procedure
A set of instructions constituting a directive, covering those features of operations which lend themselves to a definite, step-by-step process of accomplishment. SOPs supplement emergency plans by detailing and specifying how
assigned tasks are to be carried out. SOPs may be found within or act as a reference document or may serve as an
operations manual, providing the purpose, authorities, duration, and details for the preferred method of performing a
single function or a number of interrelated functions in a uniform manner.
State Coordinating Officer
The person appointed by the Governor to coordinate State, Commonwealth, or Territorial response and recovery activities with NRF-related activities of the Federal Government, in cooperation with the Federal Coordinating Officer.
State Liaison
A Federal Emergency Management Agency official assigned to a particular State, who handles initial coordination
with the State in the early stages of an emergency.
Target Capabilities List
A component of the National Preparedness Goal from HSPD-8 which describes and sets targets for the capabilities required to achieve the four homeland security mission areas: Prevent, Protect, Respond, and Recover. The List
defines and provides the basis for assessing preparedness. It also establishes national targets for the capabilities to
prepare the Nation for major all-hazards events, such as those defined by the National Planning Scenarios. The current version of the TCL contains 37 core capabilities.
Terrorism
The use or threatened use of criminal violence against civilians or civilian infrastructure to achieve political ends
through fear and intimidation rather than direct confrontation. Emergency management is typically concerned with
the consequences of terrorist acts directed against large numbers of people (as opposed to political assassination or
hijacking, which may also be considered terrorism).
Timely Warning
Timely warning is the issuance of a warning, to students and employees as soon as pertinent information is available
about Clery Crimes that have occurred anywhere on the Clery geography and are considered by the institution to
represent a serious or continuing threat.
Tornado
A local atmospheric storm, generally of short duration, formed by winds rotating at very high speeds, usually in a
counter-clockwise direction. The vortex, up to several hundred yards wide, is visible to the observer as a whirlpoollike column of winds rotating about a hollow cavity or funnel. Winds may reach 300 miles per hour or higher.
Type
A classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable
than Types 2, 3, or 4, respectively, because of size, power, capacity, or, in the case of incident management teams,
experience and qualifications.
For Public Release
14
Unified Area Command
A Unified Area Command is established when incidents under an Area Command are multi-jurisdictional. (See Area
Command.)
Unified Command
An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross
political jurisdictions. Agencies work together through the designated members of the UC, often the senior person
from agencies and disciplines participating in the UC, to establish a common set of objectives and strategies and a
single IAP.
Unity of Command
The concept by which each person within an organization reports to only one designated person. The purpose of
Unity of Command is to ensure unity of effort under one responsible commander for every objective.
Volunteer
For purposes of the NIMS, a volunteer is any individual accepted by the lead agency to perform services by the lead
agency. The lead agency has authority to accept volunteer services when the individual performs services without
promise, expectation, or receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and 29 CFR
553.101.
Warning
The alerting of emergency response personnel and the public to the threat of extraordinary danger and the related
effects that specific hazards may cause. A warning issued by the National Weather Service (e.g., severe storm warning, tornado warning, tropical storm warning) for a defined area indicates that the particular type of severe weather is
imminent in that area.
Watch
Indication by the National Weather Service that, in a defined area, conditions are favorable for the specified type of
severe weather (e.g., flash flood, severe thunderstorm, tornado, tropical storm).
AAR
ADA
ARC
ASVP
AVP
After Action Report / After Action Review
Americans with Disabilities Act
American Red Cross
Assistant Vice President
Associate Vice President
BC
BCP
BEM
BTMT
Business Continuity
Business Continuity Plan
Building Emergency Manager
Behavior Threat Assessment Team
CAP
CBRNE
Corrective Action Plan
Chemical, Biological, Radiological, and/or Nuclear Explosive
For Public Release
15
CEMP
CEO
CERT
CFR
CI
CIKR
COG
CONOPS
COOP
COP
CPG
CRCOG
Comprehensive Emergency Management Plan
Chief Executive Officer
Community Emergency Response Team
Code of Federal Regulations
Critical Infrastructure
Critical Infrastructure and Key Resources
Council of Government
Concept of Operations
Continuity of Operations
Common Operating Picture
Comprehensive Preparedness Guide
Centre Region Council of Government
DEOC
DHS
DMAT
DMORT
DNR
DoD
DOJ
Department Emergency Operations Center
U.S. Department of Homeland Security
Disaster Medical Assistance Team
Disaster Mortuary Operational Response Team
Department of Natural Resources
Department of Defense
Department of Justice
EAS
ECL
EM
EMA
EMAC
EMAP
EMPG
EMS
EOC
EOP
EPA
EPCRA
EPZ
ESF
FAA
FAAT
FAC
FBI
FCO
FDA
FEMA
FHA
FIA
FOG
Emergency Alert System
Emergency Condition Level
Emergency Management
Emergency Management AgencyEMAC
Emergency Management Assistance Compact
Emergency Management Accreditation Program
Emergency Management Performance Grant
Emergency Medical Services
Emergency Operations Center
Emergency Operations Plan
U.S. Environmental Protection Agency
Emergency Planning and Community Right-to-Know Act
Emergency Planning Zone
Emergency Support Function
Federal Aviation Administration
Federal Emergency Management Agency (FEMA) Acronyms, Abbreviations, and Terms
Family Assistance Center
Federal Bureau of Investigation
Federal Coordinating Officer
Food and Drug Administration
Federal Emergency Management Agency
Federal Highway Authority
Federal Insurance Administration
Field Operations Guide
For Public Release
16
GAO
GIS
GPS
Government Accountability Office
Geographic Information System
Global Positioning System
HAZMAT
HAZUS
HIRA
HSEEP
HSPD
Hazardous Material(s)
Hazards U.S.
Hazard Identification and Risk Assessment
Homeland Security Exercise and Evaluation Program
Homeland Security Presidential Directive
IA
IAEM
IAP
IC
ICP
ICS
IMAT
IT
Individual Assistance
International Association of Emergency Managers
Incident Action Plan
Incident Commander
Incident Command Post
Incident Command System
Incident Management Assistance Team
Information Technology
JFO
JIC
JIS
JOC
Joint Field Office
Joint Information Center
Joint Information System
Joint Operations Center
LCEMP
LEOC
LEPC
MACS
MOA
MOU
Local Comprehensive Emergency Management Plan
Local Emergency Operations Center
Local Emergency Planning Committee
Multiagency Coordination System
Memorandum of Agreement
Memorandum of Understanding
NEMA
NFIP
NFPA
NGO
NIC
NIMS
NIMSCAST
NLT
NPG
NPS
NRC
NRF
NWS
National Association of Emergency Managers
National Flood Insurance Program
National Fire Protection Association
Nongovernment Organization
National Integration Center
National Incident Management System
National Incident Management System Compliance Assessment Tool
No Later Than / Not Less Than
National Preparedness Guidelines
National Planning Scenarios
U.S. Nuclear Regulatory Commission
National Response Framework
National Weather Service
OSHA
Occupational Safety and Health Administration
For Public Release
17
PA
PDA
PEMA
PennDOT
PIO
PSAP
PSU
Public Assistance
Preliminary Damage Assessment
Pennsylvania Emergency Management Agency
Pennsylvania Department of Transportation
Public Information Officer
Public Safety Answering Point
Pennsylvania State University
QI
Qualified Individual
RACES
REPP
RRCC
RRP
Radio Amateur Civil Emergency Services
Radiological Emergency Preparedness Program
Regional Response Coordination Center
Regional Response Plan
SBA
SCO
SEOC
SLG
SOG
SOP
Small Business Administration
State Coordinating Officer
State Emergency Operations Center
State and Local Guide
Standard Operating Guide / Standard Operating Guidelines
Standard Operating Procedure
TCL
TOC
Target Capabilities List
Tactical Operations Center
UC
UPS
USDA
USGS
UTL
Unified Command
Uninterrupted Power SystemUSAR Urban Search and Rescue
U.S. Department of Agriculture
U.S. Geological Survey
Universal Task List
WMD
Weapons of Mass Destruction
For Public Release
1
Emergency
Notification
System
Protocols
3.2
ACTION
CHECKLISTS
The
following
pages
contain
checklists
intended
to
be
used
as
a
guide
for
utilizing
the
Penn
State
ENS
by
designated
personnel.
Penn
State
Police
Dispatcher
Checklist
(University
Park)
Responsibilities
Notification
Level
Authorization
•
Issue
PSUTXT
ENS
Immediate
Notifications
•
Issue
PSUTXT
ENS
Status
Update
Notifications
or
All
Clear
Notifications,
as
authorized
Immediate,
Urgent,
and
Status
Update/All
Clear,
as
authorized
by
PSUPD
Senior
Officer
in
Charge,
Director
of
Emergency
Management
or
other
Responsible
University
Authorities.
PSUPD
Senior
Officer
in
Charge
or
Director
of
Emergency
Management
authorizes
notifications.
May
authorize
and
issue
for
tornado
warnings
in
Centre
County
PROCEDURES
1.
Receive
incoming
3-‐1111
call(s)
regarding
the
incident
and
dispatch
PSUPD
and
other
required
resources.
May
receive
a
911
transfer
from
Centre
County
Central
Dispatch.
2.
As
directed
by
the
PSUPD
Senior
Officer
in
Charge,
Director
of
Emergency
Management
or
other
Responsible
University
Authority,
issue
a
PSUTXT
ENS
notification:
•
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
In
the
Subject
line
type
UPark
alert•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
3.
As
directed,
send
out
Status
Update
Notifications
and/or
All
Clear
Notifications.
Be
aware
of
when
previous
messages
have
been
sent
so
that
SMS
messages
do
not
overlap.
4.
If
there
are
multiple
and/or
conflicting
directions
from
the
PSUPD,
the
Director
of
Emergency
Management
and/or
other
Responsible
University
Authorities
regarding
the
messages
and
information
to
be
issued,
the
PSUPD
Dispatcher
will
contact
his
or
her
supervisor
and/or
the
PSUPD
Senior
Officer
in
Charge
to
de-‐conflict
the
messages
and
clarify
the
direction
to
the
PSUPD
Dispatcher.
5.
Record
the
action
of
sending
out
Status
Update
Notifications
or
All
Clear
Notifications
in
the
dispatch
log.
6.
Notify
the
duty
supervisor
and
Penn
State
Senior
Officer
in
Charge.
2
Emergency
Notification
System
Protocols
PSUPD
Senior
Officer
in
Charge
Checklist
Responsibilities
•
Confirm
whether
the
emergency
situation
threatens
the
life
safety
or
security
of
the
campus
population
•
Authorize
the
PSUPD
Dispatcher
to
issue
an
Immediate
Notification
•
May
authorize
the
PSUPD
Dispatcher
to
send
Status
Update
Notifications
or
All
Clear
Notifications,
if
the
Senior
Officer
in
Charge
has
incident
command
•
Notify
the
Penn
State
Police
Chief
•
Restrict
the
release
of
an
Immediate
Notification
if
doing
so
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency
Notification
Level
Immediate,
Status
Update/All
Clear
Authorization
Self,
but
provide
information
and
updates
to
the
Penn
State
Police
Chief
PROCEDURES
1.
Report
to
the
scene
of
the
incident
and
confirm
that
the
emergency
situation
does
or
does
not
threaten
the
life
safety
or
security
of
the
campus
population.
Determine
whether
an
emergency
notification
to
the
campus
population
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency.
2.
If
the
emergency
presents
a
confirmed
threat
and
a
notification
should
be
sent,
direct
the
PSUPD
Dispatcher
to
issue
an
Immediate
Notification
via
the
PSUTXT
ENS
system.
Advise
the
scenario,
location
and
any
special
information
for
the
message.
3.
If
necessary,
issue
a
PSUTXT
ENS
notification:
•
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
Put
UPark
alert
in
the
Subject
line
and
select
the
appropriate
message
template
•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
4.
Notify
the
Penn
State
Police
Chief
as
soon
as
possible
about
the
emergency
and
the
issuance
of
the
Immediate
Notification.
5.
If
more
information
is
known
and
should
be
sent
in
a
follow-‐up
message,
direct
the
PSUPD
Dispatcher
to
send
out
a
Status
Update
Notification.
Be
aware
of
when
previous
messages
have
been
sent
so
that
SMS
messages
do
not
overlap.
6.
If
the
emergency
situation
is
no
longer
a
threat,
have
the
PSUPD
Dispatcher
send
out
an
All
Clear
Notification
(for
incidents
in
which
this
person
has
incident
command).
7.
If
the
PSUPD
confirms
that
there
is
an
emergency
situation
that
may
pose
a
threat
to
life
safety
or
security
of
campus
population,
notify
the
Penn
State
Police
Chief
that
an
Urgent
Notification
may
be
needed.
3
Emergency
Notification
System
Protocols
Penn
State
Police
Chief
Checklist
Responsibilities
•
Provide
executive
direction
to
the
PSUPD
on
Immediate
Notifications
•
Notify
the
Senior
Vice
President
for
Finance
and
Business,
the
Assistant
Vice
President
for
Police
&
Public
Safety,
the
Vice
President
for
University
Relations
and
the
Director
of
Emergency
Management
of
emergency
situations
that
threaten
or
may
threaten
the
campus
Notification
Level
Immediate,
Urgent,
Status
Update/All
Clear
Authorization
Self,
but
provides
information
to
the
Senior
Vice
President
for
Finance
and
Business
and
the
Assistant
Vice
President
for
Police
&
Public
Safety.
PROCEDURES
1.
Receive
notification
of
an
emergency
situation
on
campus.
Provide
executive
direction
to
police
operations.
2.
If
an
Immediate
Notification
has
been
issued
by
the
PSUPD
Dispatcher,
notify
the
Senior
Vice
President
for
Finance
and
Business,
the
Assistant
Vice
President
for
Police
&
Public
Safety,
the
Vice
President
for
University
Relations
and
the
Director
of
Emergency
Management,
and
provide
executive
direction
on
issuing
a
Status
Update
Notification
or
All
Clear
Notification.
Authorize
Status
Update
Notifications
and
All
Clear
Notifications
(for
incidents
in
which
this
person
has
incident
command)
for
immediate
emergencies
that
are
contained.
3.
If
necessary,
issue
a
PSUTXT
ENS
notification:
•
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
Add
UPark
alert
to
the
Subject
line
and
select
the
appropriate
template•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
4.
For
emergency
situations
where
an
Immediate
Notification
has
not
been
authorized
by
the
PSUPD
Senior
Officer
in
Charge,
evaluate
the
incident
and
consult
with
the
Vice
President
of
Finance
and
Business
or
the
Assistant
Vice
President
for
Police
&
Public
Safety
to
determine
if
an
Urgent
Notification
should
be
authorized
and
if
the
PSUPD
should
issue
the
notification.
5.
Evaluate
whether
an
emergency
notification
to
the
campus
population
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency.
4
Emergency
Notification
System
Protocols
1
Responsible
University
Authority
Checklist
Responsibilities
•
Confirm
whether
the
emergency
situation
threatens
the
life
safety
or
security
of
the
campus
population
for
situations
within
the
authorization
of
the
Responsible
University
Authority
•
Authorize
the
PSUPD
Dispatcher
or
trained
staff
to
issue
an
Immediate
or
Urgent
Notification
•
May
authorize
the
PSUPD
Dispatcher
or
trained
staff
to
send
Status
Update
Notifications
or
All
Clear
Notifications,
if
Responsible
University
Authority
has
incident
command
•
Notify
the
Penn
State
Police
Chief/PSUPD
•
Restrict
the
sending
out
of
a
notification
if
it
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency
Notification
Level
Immediate,
Urgent,
Status
Update/All
Clear
Authorization
Self
for
situations
within
the
authorization
of
the
Responsible
University
Authority,
but
provide
information
and
updates
to
the
Penn
State
Police
Chief
PROCEDURES
1.
For
situations
within
the
authorization
of
the
Responsible
University
Authority,
confirm
that
the
emergency
situation
does
or
does
not
threaten
the
life
safety
or
security
of
the
campus
population.
Determine
whether
an
emergency
notification
to
the
campus
population
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency.
2.
If
the
emergency
presents
a
confirmed
threat
and
a
notification
should
be
sent,
direct
the
PSUPD
Dispatcher
or
other
trained
staff
to
issue
an
Immediate
Notification
via
the
PSUTXT
ENS
system.
Advise
the
scenario,
location
and
any
special
information
for
the
message.
If
necessary,
issue
a
PSUTXT
ENS
notification:
•
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
Add
UPark
alert
to
the
Subject
line
and
select
the
appropriate
template•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
3.
Notify
the
Penn
State
Police
Chief/PSUPD
as
soon
as
possible
about
the
emergency
and
the
issuance
or
non-‐
issuance
of
an
Immediate
Notification.
4.
For
emergency
situations
where
an
Immediate
Notification
has
not
been
authorized,
evaluate
the
incident
in
consultation
with
the
Penn
State
Police
Chief,
the
Senior
Vice
President
for
Finance
and
Business,
the
Assistant
Vice
President
for
Police
&
Public
Safety
and/or
other
Responsible
University
Authorities
as
necessary
to
determine
if
Urgent
Notification
should
be
authorized.
5.
If
more
information
is
known
and
should
be
sent
in
a
follow
up
message,
direct
the
PSUPD
Dispatcher
or
trained
staff
to
send
out
an
update.
Be
aware
of
when
previous
messages
have
been
sent
so
that
SMS
messages
do
not
overlap.
6.
If
the
emergency
situation
is
no
longer
a
threat,
authorize
an
All
Clear
Notification,
if
in
incident
command.
1
Those
Responsible
University
Authorities
with
separate
tasks
should
refer
to
those
in
addition
to
this
checklist.
5
Emergency
Notification
System
Protocols
Senior
Vice
President
for
Finance
and
Business
Checklist
Responsibilities
Notification
Level
•
Receive
notification
of
emergency
situations
•
Determine
if
Urgent
Notifications
should
be
sent
•
Notify
the
University
President
of
the
emergency
notifications
•
Coordinate
with
the
Vice
President
for
University
Relations
on
the
PSUTXT
ENS
system
and
the
ongoing
release
of
notifications
•
Ensure
notification
of
the
President
of
the
Board
of
Trustees
Urgent,
Status
Update/All
Clear
Authorization
Self
PROCEDURES
1.
Receive
notification
of
an
emergency
situation.
Evaluate
the
current
status
of
the
PSUTXT
ENS
notifications.
2.
For
emergencies
in
which
an
Immediate
Notification
has
not
been
authorized,
evaluate
the
emergency
situation
to
determine
if
an
Urgent
Notification
should
be
authorized.
Confer
with
the
Penn
State
Police
Chief,
Director
of
Emergency
Management,
Assistant
Vice
President
for
Police
&
Public
Safety,
Vice
President
for
University
Relations
and
other
management
involved
in
the
emergency
response
to
decide
if
an
Urgent
Notification
should
be
authorized.
Refer
to
the
template
messages
(Section
4.0).
For
all
PSUTXT
ENS
notifications,
evaluate
whether
an
emergency
notification
to
the
campus
population
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency.
3.
If
necessary,
issue
a
PSUTXT
ENS
notification:
•
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
In
the
Subject
Line
type
UPark
alert
then
select
the
appropriate
template
for
the
situation•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
4.
Notify
the
University
President
of
the
emergency
situation
and
the
issuing
of
the
emergency
notifications.
5.
Coordinate
with
the
Vice
President
for
University
Relations
on
the
PSUTXT
ENS
system
and
the
ongoing
release
of
notifications,
including
(if/as
appropriate)
posts
to
the
Penn
State
homepage
and/or
the
Penn
State
Live
website.
6.
Authorize
Status
Update
Notifications
as
appropriate,
and
All
Clear
Notifications
(for
incidents
in
which
this
person
has
incident
command)
for
emergencies
that
are
contained.
6
Emergency
Notification
System
Protocols
Director
of
Emergency
Management
Checklist
Responsibilities
•
Support
the
Senior
Vice
President
for
Finance
and
Business
and
Assistant
Vice
President
for
Police
&
Public
Safety
with
decisions
on
issuing
Urgent
Notifications
•
Provide
safety
and
security
information
for
notifications,
as
needed
•
Issue
notifications,
as
described
below
Notification
Level
Immediate,
Urgent,
Status
Update/All
Clear
Authorization
Self
PROCEDURES
1.
As
requested,
support
the
Senior
Vice
President
for
Finance
and
Business
and
Assistant
Vice
President
for
Police
&
Public
Safety
on
the
decision
to
send
out
an
Urgent
Notification.
Provide
safety
and
security
instructions
as
requested.
Refer
to
message
templates
for
specific
hazards
and/or
scenarios
(Section
4.0).
2.
Confirm
whether
the
emergency
situation
threatens
the
life
safety
or
security
of
the
campus
population
for
situations
within
the
authorization
of
the
Director
of
Emergency
Management
per
the
Emergency
Operations
Plan,
office
mission
and/or
position
description.
3.
For
situations
within
the
authorization
of
the
Director
of
Emergency
Management,
authorize
the
PSUPD
Dispatcher
or
trained
staff
to
issue
an
Immediate
Notification
or
Urgent
Notification.
If
necessary,
issue
a
PSUTXT
ENS
notification:
•
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
In
the
Subject
Line
type
UPark
alert
then
select
the
appropriate
template
for
the
situation•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
4.
For
situations
within
the
authorization
of
the
Director
of
Emergency
Management,
notify
the
Penn
State
Police
Chief.
5.
For
situations
within
the
authorization
of
the
Director
of
Emergency
Management,
restrict
the
sending
out
of
a
notification
if
it
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency.
6.
For
all
situations,
provide
advice
to
the
Senior
Vice
President
for
Finance
and
Business
and
Assistant
Vice
President
for
Police
&
Public
Safety
on
the
purpose
and
expected
actions
of
the
campus
population
as
a
result
of
notifications.
7.
For
all
situations,
activate
and
coordinate
other
emergency
response
actions,
including
business
continuity
and
academic
continuity
in
support
of
the
ongoing
emergency
management
of
the
initial
incident.
8.
For
all
situations,
support
the
Senior
Vice
President
for
Finance
and
Business
and
Assistant
Vice
President
for
Police
&
Public
Safety
with
the
evaluation
of
the
notifications
and
other
emergency
operations
for
the
After
Action
Report
when
the
emergency
has
subsided.
7
Emergency
Notification
System
Protocols
9.
In
the
absence
of
the
Senior
Vice
President
for
Finance
and
Business
and
Assistant
Vice
President
for
Police
&
Public
Safety
or
as
directed
be
prepared
to
initiate
the
tasks
and
responsibilities
in
those
checklists.
8
Emergency
Notification
System
Protocols
Vice
President
for
University
Relations
Checklist
Responsibilities
•
Support
the
Senior
Vice
President
for
Finance
and
Business
with
decisions
on
issuing
Urgent
Notifications
•
Operate
or
authorize
trained
staff
to
operate
the
PSUTXT
ENS
system
to
send
out
notifications
•
Provide
additional
information
on
the
Penn
State
homepage
(http://www.psu.edu)
and/or
Penn
State
Live
news
website
(http://live.psu.edu)
as
required
or
appropriate
PROCEDURES
1.
Support
the
Senior
Vice
President
for
Finance
and
Business
on
the
decision
to
send
out
an
Urgent
Notification.
Refer
to
Section
4.0
for
message
templates
for
specific
hazards
and/or
scenarios.
2.
If
necessary,
issue
a
PSUTXT
ENS
notification:
•
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
Type
UPark
alert
in
the
Subject
line,
select
the
appropriate
template
for
the
situation
•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
3.
Update
the
Penn
State
homepage
(http://www.psu.edu)
and
Penn
State
Live
news
website
(http://live.psu.edu)
with
additional
information
and
instructions
for
the
University
population
as
required
or
appropriate.
4.
Support
the
Senior
Vice
President
for
Finance
and
Business
with
the
evaluation
of
the
messages
for
the
After
Action
Report
when
the
emergency
has
subsided.
5.
Ensure
that
the
Penn
State
homepage
(http://www.psu.edu)
and
Penn
State
Live
news
website
(http://live.psu.edu)
have
been
updated
with
the
latest
information
and
provide
a
portal
for
students
and
staff
to
obtain
more
information
and/or
to
provide
reports
and/or
feedback.
9
Emergency
Notification
System
Protocols
University
Information
Technology
Checklist
Responsibilities
•
Provide
technical
support
the
PSUPD,
Senior
Vice
President
for
Finance
and
Business,
Vice
President
for
University
Relations
and
other
Responsible
University
Authorities
in
the
operation
of
the
PSUTXT
ENS
and
associated
networks
and
systems
•
Coordinate
with
service
providers/vendors
as
needed
to
ensure
system
operability
•
Assist
in
the
development
of
new
notification
technologies
as
requested
PROCEDURES
1.
Support
the
Senior
Vice
President
for
Finance
and
Business,
PSUPD,
the
Director
of
Emergency
Management,
the
Vice
President
for
University
Relations
and
other
Responsible
University
Authorities
with
the
operation
of
the
PSUTXT
ENS
technology
and
the
associated
networks
and
services
to
ensure
messages
are
delivered.
2.
Work
with
vendors
and
service
providers
to
ensure
service
reliability
and
system
operability
and
conduct
or
support
periodic
tests
of
the
PSUTXT
ENS
and
system
updates.
3.
Be
prepared
to
provide
additional
support
and
capabilities
for
mass
notification
during
a
prolonged
emergency.
Emergency
Notification
System
Protocols
EMERGENCY
NOTIFICATION
SYSTEM
PROTOCOLS
Annex
to
Comprehensive
Emergency
Management
Plan
May
2012
Pennsylvania
State
University
Office
of
University
Relations
312
Old
Main
University
Park,
PA
16802
(814)
865-‐7517
(Office)
(814)
865-‐3428
(Fax)
http://live.psu.edu
ii
Emergency
Notification
System
Protocols
This
page
is
intentionally
blank.
iii
Emergency
Notification
System
Protocols
TABLE
OF
CONTENTS
1.
Introduction
1.1
Purpose
..............................................................................................................................
1
1.2
Authority
............................................................................................................................
1
1.3
Background
.........................................................................................................................
1
1.4
Training
and
Exercising
.......................................................................................................
3
2.
Operational
Guidelines
2.1
Responsible
University
Authorities
....................................................................................
4
2.2
Protocol
Utilization
.............................................................................................................
4
2.3
Penn
State
Emergency
Notification
System
Channels
........................................................
4
2.4
Emergency
Notification
Message
Characteristics
..............................................................
5
2.5
Levels
of
Emergency
Notification
.......................................................................................
5
2.6
Emergency
Notification
System
Authorizations
.................................................................
8
3.
ENS
Staff
Assignments,
Roles,
and
Action
Checklists
3.1
Assignments
and
Roles
.......................................................................................................
9
3.2
Action
Checklists
...............................................................................................................
11
3.3
ENS
Control
Panel
Screen
Images
.....................................................................................
11
4.
Emergency
Message
Content
Guidelines
and
Templates
..............................................
17
5.
Emergency
Notification
System
Message
Channels
and
Operational
Instructions
........................................................................................
22
6.
Legal
...................................................................................................................................
23
7.
Appendix
I
..........................................................................................................................
24
1
Emergency
Notification
System
Protocols
1.
INTRODUCTION
The
Pennsylvania
State
University,
or
Penn
State,
has
an
Emergency
Notification
System
(ENS)
with
multi-‐channel
communication
capabilities.
Known
as
PSUTXT,
the
system
is
intended
to
disseminate
emergency
information
rapidly
on
an
incident
and
provide
instructions
to
the
pertinent
campus
within
the
Commonwealth
of
Pennsylvania.
The
ENS
Protocols
outline
the
emergency
notification
process
and
organization.
These
guidelines
establish
the
process
for
activating
the
PSUTXT
ENS
Protocols
when
a
threat
or
emergency
situation
is
reported
to
the
Penn
State
Police
Department
(PSUPD)
or
to
another
Responsible
University
Authority
operating
within
their
direct
area
of
responsibility
and
directly
involved
with
the
emergency
response
for
a
safety-‐
and-‐security
incident
at
Penn
State.
Authorizing
decision-‐making
at
the
operational
response
level
enables
Penn
State
to
disseminate
rapid
and
responsible
emergency
information
to
the
campus
population.
1.1
PURPOSE
1
The
purpose
of
the
Penn
State
ENS
is
to
authorize
and
issue
safety
and
security
warning
notifications
to
the
pertinent
Penn
State
campus
population
in
an
emergency
or
when
specific
actions
must
be
taken
to
maintain
safety
and
security
at
that
Penn
State
campus.
1.2
AUTHORITY
These
Protocols
provide
operational
guidelines
for
issuing
emergency
messages
via
Penn
State
ENS
and
are
integrated
with
and
supplement
the
Penn
State
Comprehensive
Emergency
Management
Plan.
1.3
BACKGROUND
In
August
2006,
Penn
State
launched
its
PSUTXT
system.
The
system
originally
was
intended
to
provide
notice
of
campus
closings
or
delays
in
the
event
of
severe
weather
or
other
emergency.
It
was
piloted
at
the
University
Park
campus.
On
April
10,
2007,
the
PSUTXT
system
was
expanded
to
the
Altoona
campus
as
a
pilot,
with
the
intention
of
expanding
the
system
to
all
Penn
State
campuses
by
the
end
of
the
summer.
After
events
at
Virginia
Tech
on
April
16,
2007,
the
expansion
of
the
PSUTXT
system
was
accelerated,
and
by
April
23,
2007,
it
was
available
at
all
Penn
State
campuses.
The
PSUTXT
ENS
has
been
promoted
specifically
to
the
student,
faculty
and
staff
communities
at
all
Penn
State
campuses,
although
it
is
available
to
anyone
who
wants
to
subscribe.
There
is
no
subscription
fee
for
the
service.
Over
the
years,
many
parents,
members
of
the
news
media
and
community
members
have
subscribed
to
the
system.
The
PSUTXT
ENS
is
set
up
so
that
with
one
subscription,
users
can
elect
to
receive
notifications
from
multiple
campuses:
1
For
the
purposes
of
these
Protocols,
“authorizing”
and
“issuing”
notifications
are
distinct
activities
and
responsibilities;
“authorizing”
a
notification
refers
to
providing
approval
for
the
issuance
of
the
notification,
while
“issuing”
a
notification
refers
to
the
technical
activity
of
broadcasting
the
notification.
Note
that
in
the
interest
of
timely
notification,
these
Protocols
do
not
contain
a
separate
“approval”
procedure
for
the
language
of
a
notification;
use
of
the
pre-‐approved
templates
(with
relevant
blank
fields
completed)
addresses
this
issue.
2
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
Emergency
Notification
System
Protocols
Abington
alerts
Altoona
alerts
Beaver
alerts
Berks
alerts
Brandywine
alerts
Dickinson-‐Carlisle
alerts
DuBois
alerts
Erie
alerts
Fayette
alerts
Great
Valley
alerts
Greater
Allegheny
alerts
Harrisburg
alerts
Hazleton
alerts
Hershey
alerts
Lehigh
Valley
alerts
Mont
Alto
alerts
New
Kensington
alerts
Schuylkill
alerts
Shenango
alerts
University
Park
alerts
Wilkes-‐Barre
alerts
Worthington
Scranton
alerts
York
alerts
In
addition,
several
"private"
groups
have
been
set
up.
Users
cannot
subscribe
to
private
groups,
but
rather
are
added
to
these
groups
by
a
PSUTXT
administrator.
These
groups
are
not
visible
to
the
public,
and
are
used
to
communicate
emergency
information
to
certain
administrators
or
others
who
would
need
to
mobilize
in
the
event
of
an
emergency.
Those
groups
are:
1.
2.
3.
4.
Administrators:
those
who
need
to
be
aware
of
an
emergency
situation,
including
the
University
president
and
members
of
the
University
administration.
Emergency
Management
Group:
people
who
serve
on
Penn
State's
core
Emergency
Management
Group.
Phone
Bank:
volunteers
who
would
operate
an
emergency
phone
bank
should
it
be
activated.
PI
Emergency
Group:
members
of
the
Penn
State
Public
Information
staff
who
would
mobilize
in
an
emergency.
For
all
Penn
State
campuses,
it
is
important
to
understand
that
all
emergencies
begin
locally.
First
responders
and
local
emergency
service
personnel
need
to
be
immediately
engaged,
as
their
expertise
will
be
valuable
in
assessing
the
extent
of
an
incident
or
emergency
situation.
Any
local
emergency
alert
system(s)
or
other
method(s)
to
communicate
information
at
the
locality
of
an
incident
should
be
utilized
as
appropriate.
The
Penn
State
ENS
addresses
the
reporting
requirements
of
the
2008
Higher
Education
Opportunity
Act
(HEOA).
A
component
of
the
2008
HEOA,
the
Jeanne
Clery
Disclosure
of
Campus
Security
Policy
and
Campus
Crime
Statistics
Act—or
Clery
Act—defines
emergency
notification
as:
3
Emergency
Notification
System
Protocols
“Procedures
to
immediately
notify
the
campus
community
upon
the
confirmation
of
a
significant
emergency
or
dangerous
situation
involving
an
immediate
threat
to
the
health
or
safety
of
students
or
staff
occurring
on
the
campus…unless
issuing
a
notification
will
compromise
efforts
to
contain
the
emergency.”
While
the
law
does
not
specify
requirements
related
to
time(s)
or
channels(s)
associated
with
issuing
an
emergency
notification,
it
does
indicate
that
once
the
emergency
situation
is
confirmed,
such
warnings
should
be
issued
“immediately.”
1.4
TRAINING
AND
EXERCISING
Training
and
exercising
are
essential
to
demonstrating
and
improving
the
ability
of
Penn
State
to
execute
its
ENS
Protocols
and
to
identify
the
most
effective
methods
for
implementing
the
PSUTXT
ENS.
Periodic
exercising
also
helps
ensure
that
equipment
and
procedures
are
maintained
in
a
constant
state
of
readiness.
Testing
the
PSUTXT
ENS
technology
may
help
identify
issues
and
determine
functionality
before
an
emergency
occurs.
Staff
with
responsibilities
in
the
PSUTXT
ENS
have
received
an
initial
training
on
the
ENS
Protocols
and
process,
with
periodic
training
updates
and
refreshers.
University
executives
have
been
briefed
on
the
ENS.
On
an
ongoing
basis,
staff
and
leadership
are
trained
and
exercised
on
the
PSUTXT
ENS
and
will
be
informed
when
Protocols,
system
characteristics
or
capabilities
are
updated.
Penn
State
recognizes
that
trained
staff
may
not
be
available
in
an
emergency
to
perform
their
function
under
the
ENS
Protocols
and
accordingly
has
committed
to
cross-‐training
staff
on
roles
and
responsibilities.
New
staff
with
ENS
roles
and
responsibilities
will
be
trained
on
the
system
and
Protocols
upon
beginning
their
positions.
4
Emergency
Notification
System
Protocols
2.
OPERATIONAL
GUIDELINES
2.1
RESPONSIBLE
UNIVERSITY
AUTHORITIES
Multiple
University
officials
have
been
assigned
the
authority
to
authorize
and
issue
emergency
notifications
to
provide
alert,
warning,
and
safety
or
protection
instructions.
At
the
University
Park
campus,
members
of
the
Public
Information
staff
and
the
Emergency
Management
team
have
the
authority
to
authorize
and
issue
PSUTXT
alerts
to
every
campus
and
every
private
group.
Each
campus
has
at
least
two
officials
assigned
the
authority
to
authorize
and
issue
emergency
notifications
to
their
specific
campuses.
An
appendix
chart
lists
the
names,
titles,
campus
locations
and
groups
to
which
each
person
has
been
assigned
the
authority
to
authorize
and
issue
emergency
notifications.
These
officials
will
be
referred
to
collectively
as
“Responsible
University
Authorities”
for
the
purposes
of
these
Protocols.
At
all
times
in
these
Protocols,
reference
to
any
position
at
the
University
shall
be
understood,
in
the
absence
of
the
referenced
individual,
to
include
designees.
2.2
PROTOCOL
UTILIZATION
The
process
for
activating
the
PSUTXT
ENS
Protocols
begins
when
a
threat
or
emergency
situation
is
reported
to
the
Penn
State
University
Police
Department
(PSUPD)
or
to
another
Responsible
University
Authority.
For
confirmed
threats
or
emergency
situations
that
require
Immediate
or
Urgent
Notification,
the
PSUPD
Officer
in
Charge,
or
another
Responsible
University
Authority
will
authorize
the
emergency
notification
based
on
the
operational
guidelines
in
Section
3
of
these
Protocols.
2.3
PENN
STATE
EMERGENCY
NOTIFICATION
SYSTEM
CHANNELS
The
Penn
State
ENS
consists
of
the
following
channels:
•
•
PSUTXT
Alerts
is
a
messaging
system
controlled
by
a
web-‐enabled
management
interface
that
allows
an
operator
to
simultaneously
send
outbound
PSUTXT
ENS
messages
via
the
following
channels:
o Short
Message
Service
(SMS)
or
text
messages
sent
to
mobile
devices.
o Emails
to
addresses
supplied
by
subscribers
to
the
PSUTXT
system.
o Penn
State
Facebook
page
at
https://www.facebook.com/pennstate.
o PSUTXT
Twitter
feed
at
https://twitter.com/psutxt.
o Digital
signage
set
up
to
receive
the
PSUTXT
message
via
Multifeed.
All
PSUTXT
messages
are
to
be
accompanied
by
posts
of
more
in-‐depth
information
and
instructions
at
a
campus-‐specific
website.
A
link
to
this
information
should
be
included
in
the
PSUTXT
message
if
possible.
5
Emergency
Notification
System
Protocols
2.4
EMERGENCY
NOTIFICATION
MESSAGE
CHARACTERISTICS
All
PSUTXT
ENS
messages
will
contain
at
minimum
the
following
information,
in
this
order:
•
•
2
Subject
line
o [Name
of
Campus]
alert
Body:
o Nature
of
the
incident.
o Location.
o Actions
to
be
taken
by
affected
populations.
PSUTXT
ENS
messages
generated
via
these
protocols
will
follow
formatting
consistent
with
characteristics
of
the
least-‐flexible
messaging
system.
Therefore,
regardless
of
channel
used,
PSUTXT
ENS
messages
generated
via
these
Protocols
will
use
the
same
message
of
no
more
than
140
characters
(the
maximum
number
of
characters
available
in
a
Twitter
feed)
for
all
message
systems.
Additional
or
subsequent
messaging
via
channels
other
than
the
PSUTXT
ENS
system
(which
are
not
constrained
by
technical
limitations
related
to
Twitter)
may
use
additional
characters,
as
appropriate,
to
convey
more
information.
As
soon
as
possible
following
the
issuance
of
an
emergency
message,
the
Penn
State
homepage
or
the
specific
campus
homepage
will
contain
additional
and/or
supplemental
information
about
the
alert
and/or
the
incident.
These
will
provide
instructions
for:
1.
2.
3.
Obtaining
additional
detailed
information
if
University
programs
and/or
services
are
interrupted;
Receiving
additional
updates
and
information;
and/or
Reporting
information.
2.5
LEVELS
OF
EMERGENCY
NOTIFICATION
The
process
for
activating
the
PSUTXT
ENS
Protocols
begins
when
a
threat
or
emergency
situation
is
reported
to
the
PSUPD
or
to
another
Responsible
University
Authority.
There
are
three
levels
of
notifications
under
PSUTXT
ENS.
These
are
“Immediate,”
“Urgent”
and
“Status
Update/All
Clear,”
each
of
which
are
described
on
the
following
pages.
1.
Immediate
Notification
An
Immediate
Notification
to
the
campus
is
made
when
the
PSUPD
or
another
Responsible
University
Authority
has
confirmed
that
an
emergency
situation
poses
an
immediate
threat
to
life
safety
or
security
of
the
campus
population.
The
PSUPD
Officer
in
Charge,
PSUPD
Dispatcher
(tornado
only),
or
another
Responsible
University
Authority
is
authorized
to
make
an
Immediate
Notification
to
provide
alert,
warning
and
safety
or
protection
instructions.
However,
the
PSUPD
Officer
in
Charge,
or
other
Responsible
University
Authority
also
has
the
authority
to
not
authorize
an
Immediate
Notification
to
the
campus
if
issuing
the
message
will
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency.
If
the
PSUPD
Officer
in
Charge,
or
other
Responsible
University
Authority
makes
a
decision
not
to
authorize
an
alert,
he
or
she
must
notify
and
consult
with
the
Penn
State
Police
Chief.
2
See
chart
in
Section
4
for
approved
subject
lines.
6
Emergency
Notification
System
Protocols
As
necessary,
the
Penn
State
Police
Chief
notifies
the
Senior
Vice
President
for
Finance
and
Business,
the
Assistant
Vice
President
for
Police
&
Public
Safety,
the
Director
of
Emergency
Management
and
the
Vice
President
for
3
University
Relations
of
the
situation,
the
notifications
authorized/issued
(or
not
authorized/issued),
and
any
other
actions
taken.
As
needed,
the
Senior
Vice
President
for
Finance
and
Business
then
notifies
the
University
President,
Trustees
and
other
officials
of
the
same.
At
any
time,
if
a
PSUPD
Dispatcher
or
other
operator
is
given
conflicting
instructions,
the
system
operator
will
contact
his
or
her
supervisor
to
de-‐conflict
the
messages
and/or
clarify
the
instructions.
2.
Urgent
Notification
An
Urgent
Notification
to
the
campus
is
made
when
the
PSUPD
or
another
Responsible
University
Authority
has
confirmed
that
an
emergency
situation
may
pose
a
threat
to
life
safety
or
security
of
campus
population.
If
the
PSUPD
or
another
Responsible
University
Authority
confirms
an
emergency
situation,
he
or
she
notifies
the
Penn
State
Police
Chief,
who
has
the
option
to
consult
with
the
Senior
Vice
President
for
Finance
and
Business
and
the
Assistant
Vice
President
for
Police
&
Public
Safety
regarding
the
emergency
situation.
The
PSUPD
Officer
in
Charge,
Emergency
Manager,
the
Senior
Vice
President
for
Finance
and
Business,
the
Assistant
Vice
President
for
Police
&
Public
Safety,
or
other
Responsible
University
Authority
may
authorize
a
PSUTXT
ENS
notification
that
alerts
campus
populations
of
the
situation’s
location
and
provides
precautionary
actions.
3
Alternatively,
the
Director
of
Public
Information
or
Assistant
Director
of
Public
Information
may
be
notified.
7
Emergency
Notification
System
Protocols
As
necessary,
the
Senior
Vice
President
for
Finance
and
Business
notifies
the
University
President,
the
Vice
4
President
for
University
Relations
and
other
officials
of
the
situation,
notifications
authorized/issued
(or
not
authorized/issued),
and
any
other
actions
taken.
At
any
time,
if
a
PSUPD
Dispatcher
or
other
operator
is
given
conflicting
instructions,
the
system
operator
will
contact
his
or
her
supervisor
to
de-‐conflict
the
messages
and/or
clarify
the
instructions.
3.
Status
Update/All
Clear
A
Status
Update
Notification
is
made
when
there
is
new
information
or
instructions
for
the
campus
population;
it
may
provide
an
update
on
the
situation
or
change
in
protective
actions.
An
All
Clear
Notification
indicates
that
the
emergency
has
been
contained.
Status
Update
and
All
Clear
Notifications
should
be
timed
such
that
SMS
messages
do
not
overlap.
Status
Update
and
All
Clear
Notifications
are
authorized
by
the
person
who
has
Incident
Command,
which
may
be
the
PSUPD
Officer
in
Charge,
Emergency
Manager,
Penn
State
Police
Chief,
the
Assistant
Vice
President
for
Police
&
Public
Safety
or
other
Responsible
University
Authority.
4
Alternatively,
the
Director
of
Public
Information
or
Assistant
Director
of
Public
Information
may
be
notified.
8
Emergency
Notification
System
Protocols
2.6
EMERGENCY
NOTIFICATION
SYSTEM
AUTHORIZATIONS
This
section
describes
the
authorization
for
issuing
PSUTXT
ENS
notifications.
All
PSUTXT
ENS
Protocols
and
procedures
will
be
coordinated
and
authorized
through
the
Office
of
the
Senior
Vice
President
for
Finance
and
Business,
the
Office
of
Emergency
Management
and
the
Office
of
University
Relations.
Personnel
that
may
authorize
the
sending
of
PSUTXT
messages
include
the
PSUPD
Officer
in
Charge,
Police
Dispatcher
(for
tornado
alerts),
Director
of
Emergency
Management
or
other
Responsible
University
Authority.
9
Emergency
Notification
System
Protocols
3.0
EMERGENCY
NOTIFICATION
SYSTEM
STAFF
ASSIGNMENTS,
ROLES,
AND
ACTION
CHECKLISTS
This
section
describes
the
roles
and
actions
assigned
to
staff
at
Penn
State
for
authorizing
the
implementation
of
and
operating
the
PSUTXT
ENS.
The
Action
Checklists
provide
detailed
guidance
for
each
position
within
the
PSUTXT
ENS.
Screen
images
demonstrate
the
steps
necessary
to
issue
a
notification
via
the
PSUTXT
ENS
Control
Panel.
3.1
ASSIGNMENTS
AND
ROLES
Table
3.1:
Staff
Roles
and
Assignments
Summary
PSU
Staff
Position
Role
Penn
State
Police
Dispatcher
•
Coordinate
with
the
Penn
State
Officer
in
Charge
•
Issue
Immediate
Notifications
•
Authorize
and
Issue
Immediate
Notifications
for
tornado
warnings
for
Centre
County
•
Issue
Status
Update
Notifications
or
All
Clear
Notifications
as
instructed
PSUPD
Officer
in
Charge
•
Confirm
the
emergency
situation
or
threat
•
Determine
whether
an
emergency
notification
to
the
campus
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency
•
Authorize
the
PSUPD
Dispatcher
or
other
trained
issuer
to
send
out
Immediate
Notifications
•
Notify
the
Penn
State
Police
Chief
of
the
situation,
notifications
authorized/issued,
notifications
not
authorized/issued
due
to
the
potential
to
compromise
University
efforts
to
contain
the
emergency,
and
any
other
actions
taken
to
contain
the
emergency
•
May
authorize
the
PSUPD
Dispatcher
or
other
trained
issuer
to
send
an
All
Clear
Notification
(for
incidents
in
which
this
person
has
incident
command)
Penn
State
Police
Chief
•
Receive
report
of
Immediate
Notifications
that
have
been
sent,
or
notifications
not
sent
because
they
might
compromise
the
University’s
efforts
or
because
the
immediacy
of
the
threat
is
undetermined
•
Provide
executive
direction
to
the
PSUPD
on
further
messages
or
notifications
•
Notify
the
Senior
Vice
President
for
Finance
and
Business,
the
Assistant
Vice
President
for
Police
&
Public
Safety,
Vice
President
for
University
Relations
and
Director
of
Emergency
Management
of
the
situation,
notifications
authorized/issued,
and
any
other
actions
taken
to
contain
the
emergency
•
Determine
whether
an
emergency
notification
to
the
campus
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency
•
May
authorize
the
PSUPD
Dispatcher
or
other
trained
issuer
to
send
Status
Update
Notification
or
All
Clear
Notifications
(for
incidents
in
which
this
person
has
incident
command)
Responsible
University
Authorities
•
Confirm
whether
the
emergency
situation
threatens
the
life
safety
or
security
of
the
campus
population
for
situations
within
the
authorization
of
the
Responsible
University
Authority
•
Authorize
the
PSUPD
Dispatcher
or
other
trained
issuer
or
trained
staff
to
issue
an
Immediate
or
Urgent
Notification
•
Notify
the
Penn
State
Police
Chief
•
Restrict
the
release
of
a
notification
if
it
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency
•
May
authorize
the
PSUPD
Dispatcher
or
or
other
trained
issuer
to
send
Status
Update
10
Emergency
Notification
System
Protocols
PSU
Staff
Position
Role
Notifications
or
All
Clear
Notifications
(for
incidents
in
which
this
person
has
incident
command)
Senior
Vice
•
Receive
report
of
Immediate
Notifications
that
have
been
sent
and,
as
appropriate,
President
for
notifications
not
sent
•
Authorize
Urgent
Notifications
•
Notify
the
University
Finance
and
President,
Trustees
and
other
officials
as
necessary
of
the
situation,
notifications
Business
authorized/issued,
and
any
other
actions
taken
•
May
authorize
the
PSUPD
Dispatcher
or
other
trained
issuer
to
send
Status
Update
Notifications
or
All
Clear
Notifications
(for
incidents
in
which
this
person
has
incident
command)
Assistant
Vice
•
Receive
report
of
Immediate
Notifications
that
have
been
sent
and,
as
appropriate,
President
for
Police
notifications
not
sent
•
Authorize
Urgent
Notifications
•
May
authorize
the
PSUPD
&
Public
Safety
Dispatcher
or
trained
staff
to
send
Status
Update
Notifications
or
All
Clear
Notifications
(for
incidents
in
which
this
person
has
incident
command)
Director
of
•
Support
the
Senior
Vice
President
for
Finance
and
Business
and
the
Assistant
Vice
Emergency
President
for
Police
&
Public
Safety
with
decisions
on
issuing
Urgent
Notifications
•
Management
Provide
safety
and
security
information
for
notifications
as
needed
•
Confirm
whether
the
emergency
situation
threatens
the
life
safety
or
security
of
the
campus
population
for
situations
within
the
authorization
of
the
Director
of
Emergency
Management,
office
mission,
and/or
position
description
•
For
situations
within
the
authorization
of
the
Director
of
Emergency
Management,
notify
the
Penn
State
Police
Chief
•
For
situations
within
the
authorization
of
the
Director
of
Emergency
Management,
restrict
the
release
of
a
notification
if
it
would
create
a
more
serious
emergency
and/or
compromise
the
University’s
efforts
to
contain
the
emergency
•
For
situations
within
the
purview
of
the
Director
of
Emergency
Management,
may
authorize
the
PSUPD
Dispatcher
or
trained
staff
to
send
Immediate
or
Urgent
Notifications;
generally
may
authorize
Status
Update
Notifications
or
All
Clear
Notifications
(for
incidents
in
which
this
person
has
incident
command)
Vice
President
for
•
Support
the
Senior
Vice
President
for
Finance
and
Business
with
decisions
on
issuing
University
Urgent
Notifications,
as
necessary
•
Authorize
trained
University
Relations
staff
to
Relations
issue
notifications
•
Authorize
trained
University
Relations
staff
to
provide
additional
information
on
notification
messages
on
the
Penn
State
homepage,
Penn
State
Live
news
website
and
on
other
venues
as
appropriate
Information
•
Provide
technical
support
to
the
PSUPD,
the
Senior
Vice
President
for
Finance
and
Technology
Business,
Vice
President
for
University
Relations
and
other
Responsible
University
Department
Authorities
in
the
operation
of
the
PSUTXT
ENS
and
associated
networks
and
systems
•
Coordinate
with
service
providers
as
needed
to
ensure
system
operability
11
Emergency
Notification
System
Protocols
3.2
ACTION
CHECKLISTS
Action
checklists
intended
to
be
used
as
a
guide
for
utilizing
the
Penn
State
ENS
by
designated
personnel
can
be
found
in
the
campus-‐specific
annexes.
3.3
ENS
CONTROL
PANEL
SCREEN
IMAGES
The
following
screen
images
demonstrate
the
process
used
by
system
operators
preparing
to
issue
a
notification:
Figure
3.1:
PSUTXT
ENS
Login
Screen
1
The
URL
to
login
as
an
administrator
of
the
PSUTXT
system
is
https://www.e2campus.net/my/psu/admin/index.htm
online.
If
you
do
not
already
have
this
site
bookmarked
in
your
browser,
you
should
do
that
now
so
you
don’t
have
to
look
it
up
in
an
emergency.
Do
this
for
both
your
desktop
computer
and
your
laptop,
if
you
have
one.
12
Figure
3.2:
PSUTXT
ENS
Login
Screen
2
Emergency
Notification
System
Protocols
PSUTXT
also
has
a
smart
phone-‐friendly,
text-‐only
site,
found
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
online.
If
you
have
a
BlackBerry,
iPhone,
Droid
or
other
smartphone,
email
this
URL
to
yourself
and
add
it
to
your
bookmarks
in
your
phone
so
you
can
send
a
PSUTXT
message
from
your
phone
if
needed.
Again,
do
this
now
so
you
don’t
have
to
search
for
the
URL
in
an
emergency.
13
Figure
3.3:
PSUTXT
ENS
Dashboard
Screen
1
Emergency
Notification
System
Protocols
Back
on
the
regular
PSUTXT
site,
once
you
log
in
you’ll
come
to
the
Dashboard
page.
From
here,
click
on
the
“Send
Message”
button
to
send
a
message.
You
also
can
click
on
the
“Messages”
link
in
the
orange
tab
bar.
14
Figure
3.4:
PSUTXT
ENS
Dashboard
Screen
2
Emergency
Notification
System
Protocols
When
you
click
on
the
“Send
Message”
button
or
“Messages”
link,
you’ll
arrive
at
this
page.
To
send
an
alert
to
campus,
check
the
box
next
to
[CAMPUS
NAME]
alerts.
The
services
in
the
right-‐hand
column
will
be
pre-‐checked
by
default.
15
Figure
3.5:
PSUTXT
ENS
Dashboard
Screen
3
Emergency
Notification
System
Protocols
Choose
the
appropriate
template
for
the
situation.
16
Figure
3.6:
PSUTXT
ENS
Dashboard
Screen
4
Emergency
Notification
System
Protocols
Add
the
appropriate
approved
subject
line
(see
chart
in
Section
4).
Adjust
the
message
to
include
the
location.
If
other
details
are
known
they
also
may
be
included.
When
ready,
hit
"Send
Message
Now"
button.
17
Emergency
Notification
System
Protocols
4.
EMERGENCY
MESSAGE
CONTENT
GUIDELINES
AND
TEMPLATES
This
section
includes
a
matrix
of
messaging
guidelines
and
templates.
Staff
with
the
authority
to
develop
and
approve
notifications
may
use
the
templates
provided
on
the
following
pages
or
customize
the
notification
message.
PSUTXT
ENS
notifications
generated
via
these
Protocols
will
follow
specific
formatting
to
be
usable
regardless
of
distribution
channel.
Messages
will
consist
of
no
more
than
140
characters,
including
subject
line.
Such
messages
will
contain
(at
a
minimum)
the
following
information,
in
this
order:
1.
2.
3.
4.
Subject
line
in
the
format
of
"[Campus
Name]
alert"
Nature
of
the
incident
Location
Actions
to
be
taken
by
affected
populations
As
soon
as
possible
following
the
issuance
of
an
emergency
notification,
the
Penn
State
homepage
and/or
a
campus-‐specific
website
will
contain
additional
and/or
supplemental
information
about
the
alert
and/or
the
incident.
These
will
provide
instructions
for:
1.
2.
3.
Obtaining
additional
detailed
information
if
University
programs
and/or
services
are
interrupted;
Receiving
additional
updates
and
information;
and/or
Reporting
information.
A
parenthetical
numeral
indicating
the
number
of
characters
(including
spaces)
used
in
the
message
is
placed
after
each
message
template
on
the
following
pages.
Note
that
this
figure
does
NOT
include
the
subject
line,
because
that
changes
for
each
campus.
Approved
subject
lines:
Campus
Subject
Line
(count)
Campus
Subject
Line
(count)
Abington
Altoona
Beaver
Berks
Brandywine
Dickinson-‐Carlisle
DuBois
Erie
Fayette
Great
Valley
Greater
Allegheny
Harrisburg
Abington
alert
(14)
Altoona
alert
(13)
Beaver
alert
(12)
Berks
alert
(11)
Brandywine
alert
(16)
Law-‐Carlisle
alert
(18)
DuBois
alert
(12)
Behrend
alert
(13)
Fayette
alert
(13)
Great
Valley
alert
(18)
G-‐Allegheny
alert
(17)
Harrisburg
alert
(16)
Hazleton
Hershey
Lehigh
Valley
Mont
Alto
New
Kensington
Schuylkill
Shenango
University
Park
Wilkes-‐Barre
Worthington
Scranton
York
Hazleton
alert
(14)
Hershey
alert
(13)
Lehigh
Valley
alert
(19)
Mont
Alto
alert
(15)
New
Kensington
alert
(20)
Schuylkill
alert
(16)
Shenango
alert
(14)
UPark
alert
(11)
Wilkes-‐Barre
alert
(18)
W-‐Scranton
alert
(16)
York
alert
(10)
18
Emergency
Notification
System
Protocols
Table
4.1:
Approved
Emergency
Notification
Message
Templates
Notification
Level
Scenario
IMMEDIATE
URGENT
Person
with
Gun
Person
w/gun
reported
near
(LOCATION).
Stay
inside.
Secure
doors.
Police
responding.
Call
911
for
help.
(103)
Person
w/gun
reported
near
(LOCATION).
Stay
inside.
Secure
doors.
Police
responding.
Call
911
for
help.
(103)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Active
Shooter
Shots
fired-‐(LOCATION).
Secure
doors.
Take
shelter.
Be
silent
&
still.
Silence
phones.
Call
911
for
help.
(105)
(NATURE
OF
INCIDENT)-‐(LOCATION).
Secure
doors.
Take
shelter.
Be
silent
&
still.
Silence
phones.
Call
911
for
help.
(114)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Hostage
Situation
Hostage
situation-‐(LOCATION).
Take
shelter.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(104)
(NATURE
OF
INCIDENT)-‐(LOCATION).
Take
shelter.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(107)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Explosion
Explosion-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(103)
(NATURE
OF
INCIDENT)-‐(LOCATION).
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(93)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Hazmat
Spill
or
Leak
Hazardous
spill
in
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Avoid
area.
(94)
Hazardous
spill
in
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Avoid
area.
(94)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
ALL
CLEAR
19
Emergency
Notification
System
Protocols
Scenario
Notification
Level
IMMEDIATE
URGENT
ALL
CLEAR
Bomb
Threat
Bomb
Threat-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(105)
Bomb
Threat-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(105)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Structural
Damage
(NATURE
OF
INCIDENT)-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Avoid
area.
(95)
(NATURE
OF
INCIDENT)-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Avoid
area.
(95)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Report
of
Shots
Fired
Gun
shots
reported-‐(LOCATION).
Stay
inside.
Secure
doors.
Emergency
personnel
responding.
Call
911
for
help.
(107)
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Stay
inside.
Secure
doors.
Police
responding.
Call
911
for
help.
(97)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Hostile
Intruder
Hostile
intruder-‐(LOCATION).
Secure
doors.
Take
shelter.
Be
silent.
Silence
phones.
Do
not
provoke.
Call
911
for
help.
(118)
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Secure
doors.
Take
shelter.
Call
911
for
help.
Avoid
area.
(91)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Personal
Threat/
Assault
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Secure
doors.
Take
shelter.
Do
not
provoke.
Call
911
for
help.
Avoid
area.
(107)
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Secure
doors.
Take
shelter.
Do
not
provoke.
Call
911
for
help.
Avoid
area.
(107)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
20
Emergency
Notification
System
Protocols
Notification
Level
Scenario
IMMEDIATE
URGENT
ALL
CLEAR
Fire-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Avoid
elevators.
Call
911
for
help.
Avoid
area.
(115)
Fire
at
(LOCATION).
Follow
official
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
instructions.
Call
911
for
help.
ended.
Details:
http://live.psu.edu.
Avoid
area.
(80)
Bomb
or
Explosive
Device
Suspected
explosive
at
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(117)
Suspected
explosive
at
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(117)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Health
Threat
N/A
(NATURE
OF
INCIDENT)-‐
(LOCATION-‐IF
APPLICABLE)-‐
(INSTRUCTIONS)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Weather
Emergency
This
is
an
all-‐clear
notification.
The
(NATURE
OF
ALERT)
issued
for
(NATURE
OF
ALERT)
issued
for
(LOCATION).
Seek
shelter
indoors.
(LOCATION).
Seek
shelter
indoors.
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
Avoid
windows/doorways.
(86)
Avoid
windows/doorways.
(86)
Fire
(103)
(103)
Tornado
Warning
Tornado
Warning
for
(LOCATION).
Move
indoors
to
a
low
level
or
interior
space.
Stay
away
from
windows,
glass
walls.
(115)
Tornado
Warning
for
(LOCATION).
Move
indoors
to
a
low
level
or
interior
space.
Stay
away
from
windows,
glass
walls.
(115)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
21
Emergency
Notification
System
Protocols
Notification
Level
Scenario
IMMEDIATE
URGENT
Flooding
Flood
at
(LOCATION).
Seek
higher
ground.
Follow
official
instructions.
Do
not
try
to
drive.
(91)
Flood
at
(LOCATION).
Seek
higher
ground.
Follow
official
instructions.
Do
not
try
to
drive.
(91)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Utility
Failure
N/A
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Follow
official
instructions.
Avoid
area.
(74)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Custom
(NATURE
OF
INCIDENT)-‐
(LOCATION)-‐
(INSTRUCTIONS)
(NATURE
OF
INCIDENT)-‐
(LOCATION)-‐
(INSTRUCTIONS)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Suspicious
package
N/A
Suspicious
package
at
(LOCATION).
Evacuate
immediately.
Avoid
area.
Police
responding.
(86)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Campus
closing/delay
N/A
Classes
canceled/delayed
(TWO
HOURS)
due
to
inclement
weather.
Info:
http://live.psu.edu/story/36230
(100)
N/A
Test
TEST:
PSUTXT
Alerts
This
is
a
test
of
the
PSUTXT
Alerts
system.
No
action
needed.
Thanks
for
participating.
(107)
N/A
ALL
CLEAR
N/A
22
Emergency
Notification
System
Protocols
5.
EMERGENCY
NOTIFICATION
SYSTEM
MESSAGE
CHANNELS
AND
OPERATIONAL
INSTRUCTIONS
This
section
presents
a
matrix
of
the
PSUTXT
ENS
notification
channel
with
operational
instructions.
Table
5.1:
Notification
Channels
and
Operational
Instructions
System
PSUTXT
Alerts
Description
Use
Instructions
System
Operator
Web-‐enabled
ENS
management
interface
that
sends
notifications
to:
•
SMS
or
text
messages
•
Email
•
Penn
State
Facebook
page
•
PSUTXT
Twitter
feed
•
Immediate,
Urgent,
Status
Update/All
Clear
Notifications
•
System
tests
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
Select
the
[CAMPUS
NAME]
alert
group
and
load
the
appropriate
template
•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
•
PSUPD
Dispatcher/PSUPD
Officer
in
Charge
•
Senior
Vice
President
for
Finance
and
Business
•
Assistant
Vice
President
for
Police
&
Public
Safety
•
Vice
President
for
University
Relations
•
Other
trained
authorizer
and
issuers
23
Emergency
Notification
System
Protocols
6.
LEGAL
The
information
contained
in
these
Protocols
has
been
prepared
for
use
by
Penn
State
University.
The
information
is
guidance
for
issuance
of
an
emergency
alert,
recognizing
that
individual
circumstance
or
events
not
anticipated
by
these
Protocols
may
occur.
The
experience
and
judgment
of
those
utilizing
these
Protocols
is
an
important
consideration
in
how
and
when
these
Protocols
are
utilized
and
when
an
alert
is
issued.
The
content
represents
the
best
opinions
on
the
subject.
No
warranty,
guarantee
or
representation
is
made
by
the
University
of
the
sufficiency
of
the
information
contained
herein
and
the
University
assumes
no
responsibility
in
connection
therewith.
These
Protocols
are
intended
to
provide
guidelines
for
safe
practices;
therefore,
it
cannot
be
assumed
that
all
plausible
and
non-‐plausible
scenarios
are
contained
in
this
document,
or
that
other
or
additional
information
or
measures
may
not
be
required.
24
Emergency
Notification
System
Protocols
7.
APPENDIX
I
PSUTXT
Administrators
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Foreman
James
Director
of
Information
Technology
[email protected]
Abington
Abington
Hollenbach
Dale
Senior
Director
of
Business
Services
[email protected]
Abington
Abington
Hopf
Jim
Web
Marketing
Manager
[email protected]
Abington
Abington
Marsh
Chuck
Director
of
University
Relations
and
Marketing
[email protected]
Abington
Abington
O'Harrow
Jonathan
Webmaster
[email protected]
Altoona
Altoona
Routch
Shari
Director
of
University
Relations
[email protected]
Altoona
Altoona
Benscoter
Cathy
Marketing
and
Web
Specialist
[email protected]
Beaver
Beaver
Froats
Ted
Manager
of
Information
Technology
[email protected]
Beaver
Beaver
Krebs
Amy
Director
of
Campus
and
Community
Relations
[email protected]
Beaver
Beaver
Taiclet
Luke
Financial
Officer
[email protected]
Beaver
Beaver
Bauman
Jane
Marketing
and
Advertising
Assistant
[email protected]
Berks
Berks
Berry
Kim
Senior
Director
of
Business
and
Operations
[email protected]
Berks
Berks
Dawson
Mark
Assistant
Director
of
Business
Services
[email protected]
Berks
Berks
Hillkirk
Keith
Chancellor
[email protected]
Berks
Berks
Weidman
Lisa
Director
of
University
Relations
[email protected]
Berks
Berks
Bludman
Helene
Director
of
Marketing
and
University
Relations
[email protected]
Brandywine
Brandywine
deGategno
Paul
Director
of
Academic
Affairs
[email protected]
Brandywine
Brandywine
Erie
Deb
Director
of
Enrollment
Management
[email protected]
Brandywine
Brandywine
Morgan
Jim
Director
of
Information
Technology
[email protected]
Brandywine
Brandywine
Shupp
Matthew
Director
of
Student
Affairs
[email protected]
Brandywine
Brandywine
Yerges
Lisa
Director
of
Business
Services
[email protected]
Brandywine
Brandywine
Foreman
Ellen
Director,
Marketing
and
Communications
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Orner
Doris
Financial
Officer
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
25
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Parrish
Holly
Director
of
Student
Services
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Partin
Gail
Associate
Director
of
the
Law
Library
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Pratt
Carla
Associate
Dean
for
Academic
Affairs
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Souders
Karlisma
Director
of
Business
Services
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Colleen
Toomey
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Hart
Brian
Associate
Dean
for
Policy,
Planning
and
Strategic
Relations
Director
of
Information
Technology
[email protected]
DuBois
DuBois
Luchini
John
Director
of
Business
&
Finance
[email protected]
DuBois
DuBois
Duda
Jen
E-‐Communications
Coordinator
[email protected]
Erie
Erie
Geering
Randy
Director
of
Business
and
Operations
[email protected]
Erie
Erie
Gonda
Bill
Director,
Marketing
Communication
[email protected]
Erie
Erie
Miller
Ken
Erie
Erie
Brimo-‐Cox
Susan
Director
of
Student
Affairs
and
Institutional
Research
[email protected]
and
Planning
Director
of
Marketing
and
Communications
[email protected]
Fayette
Fayette
Congelio
Paula
Director
of
Finance
and
Business
[email protected]
Fayette
Fayette
Hager
Bill
Web
Designer
and
Public
Relations
Assistant
[email protected]
Fayette
Fayette
Palmer
Dee
Computer
Information
Specialist
[email protected]
Fayette
Fayette
Holway
Carla
[email protected]
Great
Valley
Great
Valley
Shea
Trish
Director
of
Enrollment
Management
and
Student
Services
Director
of
Communications
[email protected]
Great
Valley
Great
Valley
Curinga
Linda
Manager,
Marketing
and
Communications
[email protected]
Greater
Allegheny
Greater
Allegheny
Signorella
Margaret
Interim
Director
of
Academic
Affairs
[email protected]
Greater
Allegheny
Greater
Allegheny
Urey
Kirk
Director,
Business
and
Finance
[email protected]
Greater
Allegheny
Greater
Allegheny
Waller
Vince
Chief
of
campus
police
[email protected]
Greater
Allegheny
Greater
Allegheny
Gardner
Rebecca
Director
of
Marketing
Communications
[email protected]
Harrisburg
Harrisburg
Harhigh
Yvonne
Associate
Director
of
Communications
[email protected]
Harrisburg
Harrisburg
Kershner
Erick
Manager
Business
Services
[email protected]
Harrisburg
Harrisburg
Stoehr
Kevin
Chief
of
Police
[email protected]
Harrisburg
Harrisburg
26
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Weaver
Chris
Web
manager
[email protected]
Harrisburg
Harrisburg
Butchko
Tom
Director
of
Business
Services
[email protected]
Hazleton
Hazleton
Campbell
Randall
Maintenance
Supervisor
[email protected]
Hazleton
Hazleton
Lawler
Gary
Chancellor
[email protected]
Hazleton
Hazleton
Gilbert
Scott
Media
Relations
Specialist
[email protected]
Hershey
Hershey
Kazmar
Nicole
Specialist,
Corporate
Communications
[email protected]
Hershey
Hershey
Kissinger
Emily
Marketing
Specialist
[email protected]
Hershey
Hershey
Manlove
Megan
Manager,
Media
Relations
and
Public
Affairs
[email protected]
Hershey
Hershey
Ran
Danielle
Marketing
Specialist
[email protected]
Hershey
Hershey
Solovey
Matt
Specialist,
Science
Communications
[email protected]
Hershey
Hershey
Verdelli
Courtney
Marketing
Communications
Specialist
[email protected]
Hershey
Hershey
Goodin
Allison
Assistant
Director
of
University
Relations
[email protected]
Lehigh
Valley
Lehigh
Valley
Morgan
Kate
Director
of
University
Relations
[email protected]
Lehigh
Valley
Lehigh
Valley
Yeager
Tiffany
Director
of
Student
Affairs
[email protected]
Lehigh
Valley
Lehigh
Valley
Albright
Shawn
Information
Technology
Specialist
[email protected]
Mont
Alto
Mont
Alto
Fry
Kristie
Director
of
Public
Relations
and
Marketing
[email protected]
Mont
Alto
Mont
Alto
Ogburn
Anthony
Information
Technology
Specialist
[email protected]
Mont
Alto
Mont
Alto
Bush
Jason
Director
of
Business
And
Finance
[email protected]
New
Kensington
New
Kensington
Snider
Kevin
Chancellor
[email protected]
New
Kensington
New
Kensington
Woodard
Bill
Alumni
and
Public
Relations
Specialist
[email protected]
New
Kensington
New
Kensington
Couch
Stephen
Interim
Chancellor
[email protected]
Schuylkill
Schuylkill
Holland
Cheryl
Director
of
Business
Services
[email protected]
Schuylkill
Schuylkill
Rayner
Bruce
Information
Technology
Generalist
[email protected]
Shenango
Shenango
Singer
Gregory
Information
Technology
Manager
[email protected]
Shenango
Shenango
Coakley
Bekka
Public
Information
Officer
[email protected]
University
Park
ALL
Creasy
Laurie
New
Media
Specialist
[email protected]
University
Park
ALL
Jensen
Reidar
Associate
Editor
[email protected]
University
Park
ALL
27
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Koleno
Chris
Editorial
Assistant
[email protected]
University
Park
ALL
Mountz
Annemarie
Assistant
Director
of
Public
Information
[email protected]
University
Park
ALL
Powers
Lisa
Director
of
Public
Information
[email protected]
University
Park
ALL
Rushton
Geoff
Manager
of
Social
Media
[email protected]
University
Park
ALL
Shockey
Jill
Manager,
Penn
State
News
Bureau
[email protected]
University
Park
ALL
Bingaman
Aaron
Campus
Emergency
Planner
[email protected]
University
Park
ALL
Bittner
Brian
Director
of
Emergency
Management
[email protected]
University
Park
ALL
Gates
Gabe
Clery
Compliance
Coordinator
[email protected]
University
Park
ALL
Soule
Pam
Emergency
Management
Planning
Manager
[email protected]
University
Park
ALL
Baney
Mark
Police
Dispatcher
[email protected]
University
Park
Brace
Christopher
Police
Dispatcher
[email protected]
University
Park
Brooks
Stephanie
Police
Sergeant
[email protected]
University
Park
Bywater
Rebecca
Manager,
Threat
Assessment/Community
Education
[email protected]
University
Park
Cover
Matt
Patrol
Lieutenant
[email protected]
University
Park
Delaney
Edward
Patrol
Lieutenant
[email protected]
University
Park
Eirich
Michael
Police
Dispatcher
[email protected]
University
Park
Fultz
Matthew
Police
Dispatcher
[email protected]
University
Park
McClellan
Franie
Patrol
Sergeant
[email protected]
University
Park
Millinder
James
Police
Dispatcher
[email protected]
University
Park
Assistant
Chief
of
Police
[email protected]
du
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Moerschbacher
Bill
28
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Parham
Tyrone
Police
Chief
[email protected]
University
Park
Peters
Todd
Police
Dispatch
Recorder
[email protected]
University
Park
Shelow
Steve
Assistant
Vice
President
for
Police
&
Public
Safety
[email protected]
University
Park
Sowerby
Tom
Deputy
Chief
[email protected]
University
Park
Torres
John
Patrol
Sergeant
[email protected]
University
Park
Wagner
William
Police
Sergeant
[email protected]
University
Park
Zajac
Jason
Police
Lieutenant
[email protected]
University
Park
Beisel
Gary
Director
of
Safety
&
Business
Services
[email protected]
Wilkes-‐Barre
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Wilkes-‐Barre
Chiampi
Jeffrey
Systems
and
Network
Administrator
[email protected]
Wilkes-‐Barre
Wilkes-‐Barre
Chronowski
Caroline
Director
of
Information
Technology
[email protected]
Wilkes-‐Barre
Wilkes-‐Barre
Grogan
Gene
Director
of
Business
Services
[email protected]
Worthington
Scranton
Mulvey
Marilee
Director
of
Information
Technology
[email protected]
Chlan
Adam
Web
Analyst/Designer
[email protected]
Worthington
Scranton
Worthington
Scranton
York
Dennis
Barbara
Coordinator
of
Publications
and
Promotions
[email protected]
York
York
Kilmer
Jason
Associate
Director,
Student
Affairs
[email protected]
York
York
Worthington
Scranton
York
18
Emergency
Notification
System
Protocols
Table
4.1:
Approved
Emergency
Notification
Message
Templates
Notification
Level
Scenario
IMMEDIATE
URGENT
Person
with
Gun
Person
w/gun
reported
near
(LOCATION).
Stay
inside.
Secure
doors.
Police
responding.
Call
911
for
help.
(103)
Person
w/gun
reported
near
(LOCATION).
Stay
inside.
Secure
doors.
Police
responding.
Call
911
for
help.
(103)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Active
Shooter
Shots
fired-‐(LOCATION).
Secure
doors.
Take
shelter.
Be
silent
&
still.
Silence
phones.
Call
911
for
help.
(105)
(NATURE
OF
INCIDENT)-‐(LOCATION).
Secure
doors.
Take
shelter.
Be
silent
&
still.
Silence
phones.
Call
911
for
help.
(114)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Hostage
Situation
Hostage
situation-‐(LOCATION).
Take
shelter.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(104)
(NATURE
OF
INCIDENT)-‐(LOCATION).
Take
shelter.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(107)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Explosion
Explosion-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(103)
(NATURE
OF
INCIDENT)-‐(LOCATION).
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(93)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Hazmat
Spill
or
Leak
Hazardous
spill
in
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Avoid
area.
(94)
Hazardous
spill
in
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Avoid
area.
(94)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
ALL
CLEAR
19
Emergency
Notification
System
Protocols
Scenario
Notification
Level
IMMEDIATE
URGENT
ALL
CLEAR
Bomb
Threat
Bomb
Threat-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(105)
Bomb
Threat-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(105)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Structural
Damage
(NATURE
OF
INCIDENT)-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Avoid
area.
(95)
(NATURE
OF
INCIDENT)-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Avoid
area.
(95)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Report
of
Shots
Fired
Gun
shots
reported-‐(LOCATION).
Stay
inside.
Secure
doors.
Emergency
personnel
responding.
Call
911
for
help.
(107)
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Stay
inside.
Secure
doors.
Police
responding.
Call
911
for
help.
(97)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Hostile
Intruder
Hostile
intruder-‐(LOCATION).
Secure
doors.
Take
shelter.
Be
silent.
Silence
phones.
Do
not
provoke.
Call
911
for
help.
(118)
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Secure
doors.
Take
shelter.
Call
911
for
help.
Avoid
area.
(91)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Personal
Threat/
Assault
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Secure
doors.
Take
shelter.
Do
not
provoke.
Call
911
for
help.
Avoid
area.
(107)
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Secure
doors.
Take
shelter.
Do
not
provoke.
Call
911
for
help.
Avoid
area.
(107)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
20
Emergency
Notification
System
Protocols
Notification
Level
Scenario
IMMEDIATE
URGENT
ALL
CLEAR
Fire-‐evacuate
(LOCATION)
immediately.
Follow
official
instructions.
Avoid
elevators.
Call
911
for
help.
Avoid
area.
(115)
Fire
at
(LOCATION).
Follow
official
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
instructions.
Call
911
for
help.
ended.
Details:
http://live.psu.edu.
Avoid
area.
(80)
Bomb
or
Explosive
Device
Suspected
explosive
at
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(117)
Suspected
explosive
at
(LOCATION).
Evacuate
immediately.
Follow
official
instructions.
Call
911
for
help.
Avoid
area.
(117)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Health
Threat
N/A
(NATURE
OF
INCIDENT)-‐
(LOCATION-‐IF
APPLICABLE)-‐
(INSTRUCTIONS)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Weather
Emergency
This
is
an
all-‐clear
notification.
The
(NATURE
OF
ALERT)
issued
for
(NATURE
OF
ALERT)
issued
for
(LOCATION).
Seek
shelter
indoors.
(LOCATION).
Seek
shelter
indoors.
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
Avoid
windows/doorways.
(86)
Avoid
windows/doorways.
(86)
Fire
(103)
(103)
Tornado
Warning
Tornado
Warning
for
(LOCATION).
Move
indoors
to
a
low
level
or
interior
space.
Stay
away
from
windows,
glass
walls.
(115)
Tornado
Warning
for
(LOCATION).
Move
indoors
to
a
low
level
or
interior
space.
Stay
away
from
windows,
glass
walls.
(115)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
21
Emergency
Notification
System
Protocols
Notification
Level
Scenario
IMMEDIATE
URGENT
Flooding
Flood
at
(LOCATION).
Seek
higher
ground.
Follow
official
instructions.
Do
not
try
to
drive.
(91)
Flood
at
(LOCATION).
Seek
higher
ground.
Follow
official
instructions.
Do
not
try
to
drive.
(91)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Utility
Failure
N/A
(NATURE
OF
INCIDENT)-‐
(LOCATION).
Follow
official
instructions.
Avoid
area.
(74)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Custom
(NATURE
OF
INCIDENT)-‐
(LOCATION)-‐
(INSTRUCTIONS)
(NATURE
OF
INCIDENT)-‐
(LOCATION)-‐
(INSTRUCTIONS)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Suspicious
package
N/A
Suspicious
package
at
(LOCATION).
Evacuate
immediately.
Avoid
area.
Police
responding.
(86)
This
is
an
all-‐clear
notification.
The
emergency
at
(LOCATION)
has
ended.
Details:
http://live.psu.edu.
(103)
Campus
closing/delay
N/A
Classes
canceled/delayed
(TWO
HOURS)
due
to
inclement
weather.
Info:
http://live.psu.edu/story/36230
(100)
N/A
Test
TEST:
PSUTXT
Alerts
This
is
a
test
of
the
PSUTXT
Alerts
system.
No
action
needed.
Thanks
for
participating.
(107)
N/A
ALL
CLEAR
N/A
22
Emergency
Notification
System
Protocols
5.
EMERGENCY
NOTIFICATION
SYSTEM
MESSAGE
CHANNELS
AND
OPERATIONAL
INSTRUCTIONS
This
section
presents
a
matrix
of
the
PSUTXT
ENS
notification
channel
with
operational
instructions.
Table
5.1:
Notification
Channels
and
Operational
Instructions
System
PSUTXT
Alerts
Description
Use
Instructions
System
Operator
Web-‐enabled
ENS
management
interface
that
sends
notifications
to:
•
SMS
or
text
messages
•
Email
•
Penn
State
Facebook
page
•
PSUTXT
Twitter
feed
•
Immediate,
Urgent,
Status
Update/All
Clear
Notifications
•
System
tests
Log
into
PSUTXT
Emergency
Notification
System
at:
https://www.e2campus.net/my/psu/admin/index.htm
or
if
on
a
smartphone
login
using
smartphone
site
at
https://www.e2campus.net/mobile/?aref=9787a8c04d63a40c5d4ed22725b678b9
•
Use
your
login
at
the
prompt
•
At
the
Dashboard
screen,
select
the
Messages
link
•
Select
the
[CAMPUS
NAME]
alert
group
and
load
the
appropriate
template
•
Fill
in
the
details
of
location
and
any
additional
words.
•
Note
that
you
have
a
maximum
of
140
characters,
including
spaces
and
including
the
subject
line
•
When
ready
to
send
the
message,
click
on
the
"Send
Message
Now"
button
•
When
the
confirmation
box
opens,
click
"OK"
if
you
are
ready
to
send
the
message,
or
"Cancel"
if
you
need
to
make
changes.
•
PSUPD
Dispatcher/PSUPD
Officer
in
Charge
•
Senior
Vice
President
for
Finance
and
Business
•
Assistant
Vice
President
for
Police
&
Public
Safety
•
Vice
President
for
University
Relations
•
Other
trained
authorizer
and
issuers
23
Emergency
Notification
System
Protocols
6.
LEGAL
The
information
contained
in
these
Protocols
has
been
prepared
for
use
by
Penn
State
University.
The
information
is
guidance
for
issuance
of
an
emergency
alert,
recognizing
that
individual
circumstance
or
events
not
anticipated
by
these
Protocols
may
occur.
The
experience
and
judgment
of
those
utilizing
these
Protocols
is
an
important
consideration
in
how
and
when
these
Protocols
are
utilized
and
when
an
alert
is
issued.
The
content
represents
the
best
opinions
on
the
subject.
No
warranty,
guarantee
or
representation
is
made
by
the
University
of
the
sufficiency
of
the
information
contained
herein
and
the
University
assumes
no
responsibility
in
connection
therewith.
These
Protocols
are
intended
to
provide
guidelines
for
safe
practices;
therefore,
it
cannot
be
assumed
that
all
plausible
and
non-‐plausible
scenarios
are
contained
in
this
document,
or
that
other
or
additional
information
or
measures
may
not
be
required.
24
Emergency
Notification
System
Protocols
7.
APPENDIX
I
PSUTXT
Administrators
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Foreman
James
Director
of
Information
Technology
[email protected]
Abington
Abington
Hollenbach
Dale
Senior
Director
of
Business
Services
[email protected]
Abington
Abington
Hopf
Jim
Web
Marketing
Manager
[email protected]
Abington
Abington
Marsh
Chuck
Director
of
University
Relations
and
Marketing
[email protected]
Abington
Abington
O'Harrow
Jonathan
Webmaster
[email protected]
Altoona
Altoona
Routch
Shari
Director
of
University
Relations
[email protected]
Altoona
Altoona
Benscoter
Cathy
Marketing
and
Web
Specialist
[email protected]
Beaver
Beaver
Froats
Ted
Manager
of
Information
Technology
[email protected]
Beaver
Beaver
Krebs
Amy
Director
of
Campus
and
Community
Relations
[email protected]
Beaver
Beaver
Taiclet
Luke
Financial
Officer
[email protected]
Beaver
Beaver
Bauman
Jane
Marketing
and
Advertising
Assistant
[email protected]
Berks
Berks
Berry
Kim
Senior
Director
of
Business
and
Operations
[email protected]
Berks
Berks
Dawson
Mark
Assistant
Director
of
Business
Services
[email protected]
Berks
Berks
Hillkirk
Keith
Chancellor
[email protected]
Berks
Berks
Weidman
Lisa
Director
of
University
Relations
[email protected]
Berks
Berks
Bludman
Helene
Director
of
Marketing
and
University
Relations
[email protected]
Brandywine
Brandywine
deGategno
Paul
Director
of
Academic
Affairs
[email protected]
Brandywine
Brandywine
Erie
Deb
Director
of
Enrollment
Management
[email protected]
Brandywine
Brandywine
Morgan
Jim
Director
of
Information
Technology
[email protected]
Brandywine
Brandywine
Shupp
Matthew
Director
of
Student
Affairs
[email protected]
Brandywine
Brandywine
Yerges
Lisa
Director
of
Business
Services
[email protected]
Brandywine
Brandywine
Foreman
Ellen
Director,
Marketing
and
Communications
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Orner
Doris
Financial
Officer
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
25
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Parrish
Holly
Director
of
Student
Services
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Partin
Gail
Associate
Director
of
the
Law
Library
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Pratt
Carla
Associate
Dean
for
Academic
Affairs
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Souders
Karlisma
Director
of
Business
Services
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Colleen
Toomey
[email protected]
Dickinson-‐Carlisle
Dickinson-‐Carlisle
Hart
Brian
Associate
Dean
for
Policy,
Planning
and
Strategic
Relations
Director
of
Information
Technology
[email protected]
DuBois
DuBois
Luchini
John
Director
of
Business
&
Finance
[email protected]
DuBois
DuBois
Duda
Jen
E-‐Communications
Coordinator
[email protected]
Erie
Erie
Geering
Randy
Director
of
Business
and
Operations
[email protected]
Erie
Erie
Gonda
Bill
Director,
Marketing
Communication
[email protected]
Erie
Erie
Miller
Ken
Erie
Erie
Brimo-‐Cox
Susan
Director
of
Student
Affairs
and
Institutional
Research
[email protected]
and
Planning
Director
of
Marketing
and
Communications
[email protected]
Fayette
Fayette
Congelio
Paula
Director
of
Finance
and
Business
[email protected]
Fayette
Fayette
Hager
Bill
Web
Designer
and
Public
Relations
Assistant
[email protected]
Fayette
Fayette
Palmer
Dee
Computer
Information
Specialist
[email protected]
Fayette
Fayette
Holway
Carla
[email protected]
Great
Valley
Great
Valley
Shea
Trish
Director
of
Enrollment
Management
and
Student
Services
Director
of
Communications
[email protected]
Great
Valley
Great
Valley
Curinga
Linda
Manager,
Marketing
and
Communications
[email protected]
Greater
Allegheny
Greater
Allegheny
Signorella
Margaret
Interim
Director
of
Academic
Affairs
[email protected]
Greater
Allegheny
Greater
Allegheny
Urey
Kirk
Director,
Business
and
Finance
[email protected]
Greater
Allegheny
Greater
Allegheny
Waller
Vince
Chief
of
campus
police
[email protected]
Greater
Allegheny
Greater
Allegheny
Gardner
Rebecca
Director
of
Marketing
Communications
[email protected]
Harrisburg
Harrisburg
Harhigh
Yvonne
Associate
Director
of
Communications
[email protected]
Harrisburg
Harrisburg
Kershner
Erick
Manager
Business
Services
[email protected]
Harrisburg
Harrisburg
Stoehr
Kevin
Chief
of
Police
[email protected]
Harrisburg
Harrisburg
26
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Weaver
Chris
Web
manager
[email protected]
Harrisburg
Harrisburg
Butchko
Tom
Director
of
Business
Services
[email protected]
Hazleton
Hazleton
Campbell
Randall
Maintenance
Supervisor
[email protected]
Hazleton
Hazleton
Lawler
Gary
Chancellor
[email protected]
Hazleton
Hazleton
Gilbert
Scott
Media
Relations
Specialist
[email protected]
Hershey
Hershey
Kazmar
Nicole
Specialist,
Corporate
Communications
[email protected]
Hershey
Hershey
Kissinger
Emily
Marketing
Specialist
[email protected]
Hershey
Hershey
Manlove
Megan
Manager,
Media
Relations
and
Public
Affairs
[email protected]
Hershey
Hershey
Ran
Danielle
Marketing
Specialist
[email protected]
Hershey
Hershey
Solovey
Matt
Specialist,
Science
Communications
[email protected]
Hershey
Hershey
Verdelli
Courtney
Marketing
Communications
Specialist
[email protected]
Hershey
Hershey
Goodin
Allison
Assistant
Director
of
University
Relations
[email protected]
Lehigh
Valley
Lehigh
Valley
Morgan
Kate
Director
of
University
Relations
[email protected]
Lehigh
Valley
Lehigh
Valley
Yeager
Tiffany
Director
of
Student
Affairs
[email protected]
Lehigh
Valley
Lehigh
Valley
Albright
Shawn
Information
Technology
Specialist
[email protected]
Mont
Alto
Mont
Alto
Fry
Kristie
Director
of
Public
Relations
and
Marketing
[email protected]
Mont
Alto
Mont
Alto
Ogburn
Anthony
Information
Technology
Specialist
[email protected]
Mont
Alto
Mont
Alto
Bush
Jason
Director
of
Business
And
Finance
[email protected]
New
Kensington
New
Kensington
Snider
Kevin
Chancellor
[email protected]
New
Kensington
New
Kensington
Woodard
Bill
Alumni
and
Public
Relations
Specialist
[email protected]
New
Kensington
New
Kensington
Couch
Stephen
Interim
Chancellor
[email protected]
Schuylkill
Schuylkill
Holland
Cheryl
Director
of
Business
Services
[email protected]
Schuylkill
Schuylkill
Rayner
Bruce
Information
Technology
Generalist
[email protected]
Shenango
Shenango
Singer
Gregory
Information
Technology
Manager
[email protected]
Shenango
Shenango
Coakley
Bekka
Public
Information
Officer
[email protected]
University
Park
ALL
Creasy
Laurie
New
Media
Specialist
[email protected]
University
Park
ALL
Jensen
Reidar
Associate
Editor
[email protected]
University
Park
ALL
27
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Koleno
Chris
Editorial
Assistant
[email protected]
University
Park
ALL
Mountz
Annemarie
Assistant
Director
of
Public
Information
[email protected]
University
Park
ALL
Powers
Lisa
Director
of
Public
Information
[email protected]
University
Park
ALL
Rushton
Geoff
Manager
of
Social
Media
[email protected]
University
Park
ALL
Shockey
Jill
Manager,
Penn
State
News
Bureau
[email protected]
University
Park
ALL
Bingaman
Aaron
Campus
Emergency
Planner
[email protected]
University
Park
ALL
Bittner
Brian
Director
of
Emergency
Management
[email protected]
University
Park
ALL
Gates
Gabe
Clery
Compliance
Coordinator
[email protected]
University
Park
ALL
Soule
Pam
Emergency
Management
Planning
Manager
[email protected]
University
Park
ALL
Baney
Mark
Police
Dispatcher
[email protected]
University
Park
Brace
Christopher
Police
Dispatcher
[email protected]
University
Park
Brooks
Stephanie
Police
Sergeant
[email protected]
University
Park
Bywater
Rebecca
Manager,
Threat
Assessment/Community
Education
[email protected]
University
Park
Cover
Matt
Patrol
Lieutenant
[email protected]
University
Park
Delaney
Edward
Patrol
Lieutenant
[email protected]
University
Park
Eirich
Michael
Police
Dispatcher
[email protected]
University
Park
Fultz
Matthew
Police
Dispatcher
[email protected]
University
Park
McClellan
Franie
Patrol
Sergeant
[email protected]
University
Park
Millinder
James
Police
Dispatcher
[email protected]
University
Park
Assistant
Chief
of
Police
[email protected]
du
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Moerschbacher
Bill
28
Emergency
Notification
System
Protocols
Last
Name
First
Name
Job
title
e-‐mail
address
Home
Campus
Groups
Parham
Tyrone
Police
Chief
[email protected]
University
Park
Peters
Todd
Police
Dispatch
Recorder
[email protected]
University
Park
Shelow
Steve
Assistant
Vice
President
for
Police
&
Public
Safety
[email protected]
University
Park
Sowerby
Tom
Deputy
Chief
[email protected]
University
Park
Torres
John
Patrol
Sergeant
[email protected]
University
Park
Wagner
William
Police
Sergeant
[email protected]
University
Park
Zajac
Jason
Police
Lieutenant
[email protected]
University
Park
Beisel
Gary
Director
of
Safety
&
Business
Services
[email protected]
Wilkes-‐Barre
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Emergency
Management,
University
Park
Wilkes-‐Barre
Chiampi
Jeffrey
Systems
and
Network
Administrator
[email protected]
Wilkes-‐Barre
Wilkes-‐Barre
Chronowski
Caroline
Director
of
Information
Technology
[email protected]
Wilkes-‐Barre
Wilkes-‐Barre
Grogan
Gene
Director
of
Business
Services
[email protected]
Worthington
Scranton
Mulvey
Marilee
Director
of
Information
Technology
[email protected]
Chlan
Adam
Web
Analyst/Designer
[email protected]
Worthington
Scranton
Worthington
Scranton
York
Dennis
Barbara
Coordinator
of
Publications
and
Promotions
[email protected]
York
York
Kilmer
Jason
Associate
Director,
Student
Affairs
[email protected]
York
York
Worthington
Scranton
York